Abstract
This study investigates the underlying processes of this relationship by examining knowledge hiding as a mediator and absorptive capacity as a moderator, within the context of the Conservation of Resources (COR) theory. 385 garment sector employees in Bangladesh were surveyed using a three-wave questionnaire, and the results were analyzed using partial least squares structural equation modeling. The study's findings demonstrate that abusive supervision negatively impacts employee creativity, in part by increasing knowledge hiding. Furthermore, higher absorptive capacity mitigates these adverse effects, reducing knowledge-hiding tendencies and enhancing creative performance. Theoretically, this study advances COR theory by identifying knowledge hiding as a resource-depleting mechanism and absorptive capacity as a buffering mechanism in the relationship between abusive supervision and employee creativity. Overall, the findings provide valuable insights for organizations seeking to nurture a resilient, creative workforce under challenging supervisory practices.
Keywords
abusive supervision, knowledge hiding, absorptive capacity, employee creativity, conservation of resources theory
Chinese Abstract
辱虐式管理会否抑制员工创造力?吸收能力的缓冲作用
本研究基于资源保存理论(COR),通过分析知识隐藏的中介作用与吸收能力的调节作用,深入研究了辱虐式管理如何影响员工创造力及其内在机制。研究采用三阶段问卷调查法,对孟加拉服装行业的385名员工进行数据收集,并运用偏最小二乘结构方程模型进行分析。结果表明,辱虐管理加剧知识隐藏行为,进而对员工创造力产生负面影响。此外,较高的组织吸收能力能够有效缓解这一不利影响,既抑制知识隐藏倾向,又提升创造性表现。在理论层面,本研究将知识隐藏界定为资源损耗机制、吸收能力界定为缓冲机制,拓展了资源保存理论以解释辱虐式管理与员工创造力之间的关系。综上所述,本研究为组织在面临辱虐式管理的挑战时,如何构建一支兼具韧性与创造力的员工队伍,提供了关键的管理启示。
辱虐式管理、知识隐藏、吸收能力、员工创造力、资源保存理论
ORCID Identifiers
Sayma Hossain Shetu: https://orcid.org/0009-0001-4606-7871
Md. Sanaul Islam: https://orcid.org/0009-0005-3009-2721
Abdul Gaffar Khan: https://orcid.org/0000-0003-1031-2043
Md Shahed Mahmud: https://orcid.org/0000-0003-4402-0532
DOI
10.5038/2640-6489.11.1.1350
Recommended Citation
Shetu, S. H., Islam, M., Khan, A. G., & Mahmud, M. (2026). Does abusive supervision undermine creativity? A buffering role of absorptive capacity. Journal of Global Business Insights, 11(1), 49-65. https://www.doi.org/10.5038/2640-6489.11.1.1350
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