Abstract

This research work investigates the association between psychological ownership and innovative behaviour with knowledge hiding and knowledge sharing as mediators. The latter variables are presented as focal antecedents of preventive and promotive psychological ownership. To conduct the study, a theoretical framework was proposed, and data was collected from professionals working in complex management systems in Pakistan. The analysis revealed that knowledge hiding and knowledge sharing can exist simultaneously, and psychological ownership can evoke both positive and negative feelings in employees, which poses a challenge for the management. The results illustrate that psychological ownership has significant associations with knowledge hiding, knowledge sharing, and innovative behaviour. Consequent theoretical contributions and important managerial implications are discussed at the end.