Drawing from the theory of territorial behavior, this article predicts the explanatory role of silence behavior in the relationship between knowledge hiding and hider's innovative behavior in Chinese organizations, and the potential of Zhongyong thinking in mitigating the detrimental effect of knowledge hiding. Results derived from a time-lagged and multi-source survey support our hypotheses. Specifically, knowledge hiding is negatively associated with the innovative behavior of the hider. Silence behavior mediates the relationship between knowledge hiding and innovative behavior. Meanwhile, Zhongyong thinking moderates the positive relationship between knowledge hiding and silence behavior, as well as the indirect relationship between knowledge hiding and innovative behavior through silence behavior. Theoretical and practical implications are discussed based on these findings.

Indigenous Chinese management research has attracted much academic attention in recent years. This study examines the mechanism through which Zhong Yong thinking influences employee adaptive performance from a self-regulation perspective. Using two-wave data of 361 subordinates in 62 teams from Chinese firms, job complexity was found to moderate the direct effect of Zhong Yong thinking on cognitive adaptability and emotional control, and the indirect effect on adaptive performance (via cognitive adaptability and emotional control). The direct and indirect effects of Zhong Yong thinking were found to be stronger with a higher level of job complexity. The study explores an important Chinese indigenous construct and its association with adaptive performance, and adds value to the indigenous management literature.