Why do low power-high status employees in digital teams hide (or not) knowledge? A perspective of resource gain–loss

Purpose Based on the conservation of resource theory and the implicit theories, this study aims to investigate the processes and boundaries between the low power-high status inconsistency and employee knowledge hiding, which received little attention in the organizational behavior literature. Specifically, the study aims to examine the indirect effects between low power-high status inconsistency and knowledge hiding through self-efficacy and negative affect, and the moderating effects of the fixed mindset and growth mindset on the above processes. Design/methodology/approach The 251 paired data of leaders and employees from digital teams in organizations undergoing digital transformation was collected in two waves and analyzed using structural equation modeling in Mplus. Findings The study indicated that low power-high status inconsistency simultaneously triggers both resource gain and loss perceptions. It reduces knowledge hiding via self-efficacy but increases it through negative affect. A growth mindset enhances the relationship between inconsistency and self-efficacy, while a fixed mindset strengthens the relationship with negative affect. Practical implications Organizations in digital transformation need to take active measures to reduce the knowledge hiding in digital teams. Managers should rationally allocate organizational resources to reduce the negative effect of employees with low power-high status inconsistency. Originality/value This study enriched the literature on social hierarchy and knowledge hiding because it is the first time to link low power-high status inconsistency with knowledge hiding and discusses the different influence processes of low power-high status inconsistency on knowledge hiding in the context of organizational digital transformation.