As ideas of self-worth and self-actualization continue to evolve (Twenge & Campbell, 2009), narcissism is becoming more prevalent among young people (Miles et al., 2019; Twenge & Foster, 2010). Understanding the motivations and behavior of narcissists during interpersonal interactions is helpful to gaining a better understanding of the behavioral laws of narcissism and, for organizations, in strengthening the effective management of narcissistic individuals in order to create an inclusive environment so that employees work efficiently and productively to improve team performance, increase productivity, foster innovation, and enhance employee satisfaction.

 

In contrast to knowledge hoarding and knowledge sharing, knowledge hiding describes the situation in which the knowledge holder intentionally conceals or hides some of the information that the knowledge seeker requires (Connelly et al., 2012). In the short term, hiding information can maintain the knowledge hider’s competitive advantage (A. Anand et al., 2020); however, long-term hiding of knowledge can hinder the creativity of those who are seeking to hide knowledge and can impair team performance (Bogilović et al., 2017; Fong et al., 2018). Therefore, it is necessary to reduce the occurrence of knowledge hiding, explore its antecedents and formation mechanisms, and design organizational intervention measures accordingly.

 

Previous studies have mainly discussed the impact of personality on knowledge hiding from the perspective of the Big Five personality traits (P. Anand & Jain, 2014; Cui, 2017) and the Dark Triad of narcissism, Machiavellianism, and psychopathy (Pan et al., 2018). Research findings regarding the correlation between narcissism and knowledge hiding have been inconclusive (Helfrich & Dietl, 2019). Pan et al. (2018) reported a positive correlation between narcissism and knowledge hiding; however, Karim (2020) found a nonsignificant correlation between these variables, which suggests that it is necessary to systematically analyze the relationship and verify the positive and negative impacts of narcissism in the workplace. In response to the above contradictory findings, we used trait activation theory and incorporated the concepts of narcissistic admiration and rivalry to construct a psychological mechanism to illustrate how these two dimensions of narcissism indirectly affect knowledge hiding via status-attaining motivations. We also examined the moderating effect of status mutability.

Scholars have posited that the personality trait of narcissism does not comprise a simple, single dimension (Crowe et al., 2019; Krizan & Herlache, 2018; Wink, 1991) but is complex (Burgmer et al., 2021; Morf & Rhodewalt, 2001). Back et al. (2013) proposed a two-dimensional model categorizing grandiose narcissism as comprising narcissistic admiration and narcissistic rivalry (NARC). According to the NARC model, narcissistic admiration is a process in which individuals maintain their grandiose self through self-promotion strategies, and in the case of narcissistic rivalry they maintain their grandiose self through self-defense strategies (Back et al., 2013). Compared with other models, such as the narcissism spectrum model (Krizan & Herlache, 2018) and the self-regulation model (Morf & Rhodewalt, 2001), the conflicting motivations and behaviors of narcissists can be better explained by NARC.

Narcissistic admiration predicts knowledge hiding differently from narcissistic rivalry. Back et al. (2013) found a positive correlation between narcissistic rivalry and neuroticism, whereas other studies (Arshad & Ismail, 2018; Hamza et al., 2023; Wu, 2021) have found that neuroticism prompts individuals to hide their knowledge. Several studies have verified that narcissistic admiration is associated with extraversion (Rogoza et al., 2016), and that extraversion is positively correlated with individual knowledge-sharing behavior (Abzari et al., 2016) and negatively correlated with individual knowledge-hiding behavior (Hamza et al., 2023). Thus, we proposed the following hypotheses:

Hypothesis 1a: Narcissistic admiration will negatively predict knowledge hiding.

Hypothesis 1b: Narcissistic rivalry will positively predict knowledge hiding.

Status is usually defined as the degree to which others respect and admire an individual (Magee & Galinsky, 2008). Individuals’ skills in human interaction, communicative motivation, and behavior patterns in the workplace are closely related to their position in the status hierarchy (Bettencourt et al., 2001; Kumar et al., 2021). Desire for status is a characteristic of all manifestations of narcissism (Grapsas et al., 2020). Narcissists have a strong desire to seek status (Mahadevan & Jordan, 2022). According to social classification theory (de Fleur, 1966), people classify status-attaining motivations into dominance and prestige types (J. T. Cheng et al., 2013; Tang et al., 2020). Narcissists who want to be admired may employ tactics to enhance their self-image and aspire to gain others’ respect, activating their motivation of prestige to attain status (Manley et al., 2020), whereas narcissists focused on rivalry may employ defensive tactics and protect themselves against harm from others, ultimately activating the motivation of dominance to attain status. Prestige and dominance status-attaining motivations affect the subsequent behavior of narcissists. According to previous studies, the prestige motivation enables individuals to exhibit altruistic behaviors (Hardy & Van Vugt, 2006) and increases their knowledge-sharing behavior, with the aim of gaining recognition and respect from others (Tang et al., 2020). The dominance motivation causes individuals to react defensively to threats to their status. Usually, they adopt tactics of control, concealment, coercion, devaluation of others, social exclusion, and manipulation to maintain their status (Anderson & Kilduff, 2009). In the workplace, they hide knowledge (considered a political resource) during their interactions with other team members to maintain or improve their status (D. Cheng & Wang, 2022). Thus, we proposed the following hypotheses:

Hypothesis 2a: The status-attaining motivation of prestige will mediate the association between narcissistic admiration and knowledge hiding.

Hypothesis 2b: The status-attaining motivation of dominance will mediate the association between narcissistic rivalry and knowledge hiding.

Gray et al. (2022) found that status stability plays a role in how status differences affect information sharing within a workplace team. Status mutability is a kind of hierarchy characteristic that is opposed to the immutable status. It represents the possibility of hierarchical change in organization and is a form of a contextual signal that may awaken and activate personality traits. When individuals realize that the possibility of status promotion is high, they do their best to show their abilities at work and to gain higher status by performing better than others (Magee & Galinsky, 2008). When individuals realize that the status system is stable and impenetrable and that the possibility of status promotion is low, they discontinue their efforts. Compared with employees in organizations where there is no status mutability, individuals in organizations where there is status mutability are more optimistic that their efforts to compete with each other to gain higher positions will be successful (Wright et al., 1990). However, Carton and Tewfik (2016) reported finding that individuals become hostile when they perceive a high possibility of status promotion because when one person gains a higher status, another person’s status decreases. Thus, status competition drives some team members to become defensive (Groysberg et al., 2011).

 

According to trait activation theory, the degree of trait activation is related to the situation prevailing at the time (Tett & Guterman, 2000). Liu et al. (2022) showed that status mutability can activate the positive cognition of narcissistic admiration and produce a prestige status-attaining motivation. Admiration-seeking narcissists are willing to gain acceptance and respect from others through prestige status-attaining motivation behaviors, such as knowledge sharing. However, for narcissists focused on rivalry, status mutability triggers negative perceptions; they worry about their status being threatened and seek to maintain it by competing for hegemony, belittling others, and engaging in other confrontational behaviors (Zhang et al., 2019). Thus, we proposed the following hypotheses:

Hypothesis 3a: Status mutability will moderate the association between narcissistic admiration and prestige status-attaining motivation, such that narcissistic admiration will have a stronger effect at higher versus lower levels of status mutability.

Hypothesis 3b: Status mutability will moderate the association between narcissistic rivalry and dominance status-attaining motivation, such that narcissistic rivalry will have a stronger effect at higher versus lower levels of status mutability.

Hypothesis 4a: Status mutability will moderate the indirect effect of narcissistic admiration on knowledge hiding via prestige status-attaining motivation.

Hypothesis 4b: Status mutability will moderate the indirect effect of narcissistic rivalry on knowledge hiding via dominance status-attaining motivation.

 

We developed a moderated mediation model on the basis of these hypotheses (see Figure 1).

We collected data from 153 postgraduate students and 215 undergraduate students who were in departmental research teams at Yancheng Teachers’ University and Soochow University in Jiangsu Province, China. After eliminating survey forms with invalid responses, 363 valid samples were obtained. The mean age of the participants was 21.74 years (SD = 2.46, range = 18–27), and there were 144 men (39.67%) and 219 women (60.33%). The average team size (number of team members) was 4.16 (SD = 1.53, range = 3–10). There were 213 (58.68%) members of undergraduate teams and 150 (41.32%) members of graduate teams. Among the respondents, 163 (44.90%) were majoring in literature, education, and arts, and 200 (55.10%) were majoring in natural science and engineering. All the study procedures were authorized by the Academic Ethical Group of the Faculty of Education, Yancheng Teachers’ University (YCTUSES0301151), and we took appropriate measures to protect the privacy of participants’ information.

The measures we used were developed in English and translated into Chinese by a graduate student with a background in bilingual learning. Items were then independently retranslated into English by a doctoral student with overseas study experience. A psychology professor then assessed the accuracy of each item in these scales and finalized the Chinese version.

 

We adopted the Narcissistic Admiration and Rivalry Questionnaire developed by Back et al. (2013), which comprises 18 items scored on a 6-point Likert scale ranging from 1 = strongly disagree to 6 = strongly agree (Leckelt et al., 2018). A sample item assessing narcissistic admiration (α = .96) is “I am great,” and a sample item assessing narcissistic rivalry (α = .97) is “Most people won’t achieve anything.”

We adopted eight items from the dominance scale and nine items from the prestige scale developed by J. T. Cheng et al. (2013). Items are rated on a 7-point Likert scale ranging from 1 = not at all to 7 = very much. A sample item assessing prestige motivation (α = .97) is “Members of my peer group respect and admire me.” A sample item assessing dominance motivation (α = .97) is “I enjoy having control over others.”

We adopted the 12-item scale developed by Connelly et al. (2012). A sample item is “When people asked me for information, I pretended that I did not know.” Items are rated on a 7-point Likert scale (α = .96) ranging from 1 = not at all to 7 = to a very great extent.

 

We adopted six items assessing status mutability from the scale developed by Hays and Bendersky (2015). A sample item is “People in the cross-functional group can move up or down the hierarchy if they want.” Each item is rated on a 7-point Likert scale ranging from 1 = strongly disagree to 7 = strongly agree. Cronbach’s alpha was .91 in this study.

We used SPSS 21.0 for descriptive statistics and correlation analysis, and the SPSS PROCESS macro (Hayes, 2015) to test the mediating and moderating effects.

Results of the descriptive statistical analysis and Pearson correlation coefficients are presented in Table 1. Narcissistic admiration was negatively linked to knowledge hiding and positively linked to prestige motivation. Prestige status-attaining motivation was negatively linked to knowledge hiding. Narcissistic rivalry was positively associated with knowledge hiding and dominance status-attaining motivation. Dominance status-attaining motivation was positively linked to knowledge hiding. Therefore, there was preliminary support for Hypotheses 1a and 1b.

We first tested the simple mediation model using PROCESS (Model 4) to explore the mediating effect of prestige status-attaining motivation between narcissistic admiration and knowledge hiding, and the mediating effect of dominance status-attaining motivation between narcissistic rivalry and knowledge hiding. The control variables were gender, discipline, team size, and team type (undergraduate and graduate). The results are shown in Table 2.

As shown in Table 2, there was a strong negative correlation between narcissistic admiration and knowledge hiding. Thus, Hypothesis 1a was supported. We found a strong positive relationship between narcissistic admiration and prestige status-attaining motivation. Additionally, when narcissistic admiration and prestige status-attaining motivation were entered into the regression equation at the same time, the regression coefficient for the effect of narcissistic admiration and prestige status-attaining motivation on knowledge hiding reached significance. However, the regression coefficient for the effect of narcissistic admiration on knowledge hiding changed. Prestige status-attaining motivation partially mediated the effect of narcissistic admiration on knowledge hiding. A bootstrapping test indicated that narcissistic admiration significantly impacted knowledge hiding. Moreover, the indirect effect of narcissistic admiration on knowledge hiding through prestige status-attaining motivation was also significant. The mediating effect explained 65.56% of the total effect, supporting Hypothesis 2a.

 

There was a strong positive correlation between narcissistic rivalry and knowledge hiding. Thus, Hypothesis 1b was supported. Narcissistic rivalry significantly impacted dominance status-attaining motivation. Additionally, when narcissistic rivalry and dominance status-attaining motivation were entered into the regression equation at the same time, the regression coefficient of the effect of narcissistic rivalry and dominance status-attaining motivation on knowledge hiding reached significance. However, the regression coefficient of the effect of narcissistic rivalry on knowledge hiding changed. Dominance status-attaining motivation partially mediated the effect of narcissistic rivalry on knowledge hiding. A bootstrapping test indicated that narcissistic rivalry significantly impacted knowledge hiding. Moreover, the indirect effect of narcissistic rivalry on knowledge hiding through dominance status-attaining motivation was significant. The mediating effect explained 31.16% of the total effect, thus supporting Hypothesis 2b.

Using PROCESS Model 7, we conducted a moderated mediation analysis. Model 1 in Table 3 primarily illustrates the moderating effect of status mutability on the relationship between narcissistic admiration and prestige status-attaining motivation. The interaction term of narcissistic admiration and status mutability was positively correlated with prestige status-attaining motivation. Thus, the association between narcissistic admiration and prestige status-attaining motivation was moderated by status mutability.

To better illustrate the moderating role of status mutability, we performed a simple slope test to examine interaction patterns. Figure 2 shows that the positive relationship between narcissistic admiration and prestige status-attaining motivation was stronger when status mutability was high (simple slope = 0.95, SE = 0.087, p < .001). When status mutability was low, the positive relationship between narcissistic admiration and prestige status-attaining motivation was weak (simple slope = 0.49, SE = 0.054, p < .001). The empirical data supported Hypothesis 3a.

Model 2 in Table 3 illustrates the moderating effect of status mutability on the relationship between narcissistic rivalry and dominance status-attaining motivation. The regression results indicate that the interaction term of narcissistic rivalry and status mutability was positively correlated with dominance status-attaining motivation. Thus, the association between narcissistic rivalry and dominance status-attaining motivation was moderated by status mutability.

 

To illustrate this intuitively, we performed a simple slope test. Figure 3 shows that the positive relationship between narcissistic rivalry and dominance status-attaining motivation was stronger when status mutability was high (simple slope = 0.98, SE = 0.056, p < .001). When status mutability was low, the positive relationship between narcissistic rivalry and dominance status-attaining motivation was weak (simple slope = 0.69, SE = 0.058, p < .001). The empirical data supported Hypothesis 3b.

In addition, the bootstrapping results showed that the indirect effect of narcissistic admiration on knowledge hiding through prestige status-attaining motivation was significant. It was −0.138, 95% confidence interval (CI) [−0.206, −0.095] when status mutability within the team was low (M − 1 SD), compared to −0.266, 95% CI [−0.365, −0.192] when status mutability was  high (M + 1 SD). The difference between the high and low groups was −0.128, 95% CI [−0.208, −0.064]. Additionally, the indirect effect of narcissistic rivalry on knowledge hiding through dominance status-attaining motivation was significant. The indirect effect was 0.096, 95% CI [0.024, 0.185] when status mutability was  low (M − 1 SD), compared to 0.137, 95% CI [0.031, 0.255], when status mutability was high (M + 1 SD), and the difference between the high and low groups was 0.041, 95% CI [0.005, 0.093]. Therefore, Hypotheses 4a and 4b were supported.

This study examined the effect of two dimensions of narcissism on knowledge hiding and explored the role of status-attaining motivations as a mediator and status mutability as a moderator. First, we found that narcissistic admiration and knowledge hiding were negatively correlated, whereas narcissistic rivalry and knowledge hiding were positively correlated. These results are consistent with those of a previous study (Long et al., 2024). Admiration-motivated narcissists show less knowledge-hiding behavior than do narcissists motivated by rivalry. These results support the NARC model and provide additional support for the need to distinguish between narcissistic admiration and narcissistic rivalry in research.

 

Second, we found that narcissistic admiration influenced knowledge hiding through the mediator of prestige status-attaining motivation, and narcissistic rivalry influenced knowledge hiding through the mediator of dominance status-attaining motivation. This may be because individuals with narcissistic admiration are extraverted, confident, talkative, energetic, and enjoy social activities (Back et al., 2013). They are willing to share knowledge with other members in their research team to achieve greater personal success (Avey et al., 2009; Konrath et al., 2016). Individuals with narcissistic rivalry are hostile, rejecting, and lack the trust of others (Dong et al., 2020; Liu et al., 2022). They tend to hide knowledge to protect their superior position within their research team. This result can help team management to reduce knowledge-hiding behavior by stimulating the prestige status-seeking motivation of narcissistic admiration and weakening the dominance status-attaining motivation of a rivalry narcissist.

 

Third, our findings revealed that status mutability positively moderated both the association between narcissistic admiration and prestige status-attaining motivation, and the association between narcissistic rivalry and dominance status-attaining motivation. Narcissistic admiration had a stronger positive predictive effect on prestige status-attaining motivation in the condition of a high (vs. low) level of status mutability in a research team. In settings where status can change, individuals with narcissistic admiration tend to exhibit more prosocial behavior and a desire for higher prestige within the team (Park et al., 2017). This leads to a decrease in knowledge hiding. By contrast, in settings where status can change, individuals with narcissistic rivalry display heightened competitiveness and aggression, viewing team members as competitors and seeking dominance over them, which leads to an increased occurrence of knowledge hiding. These findings can help in recognizing that increasing prestige status-attaining motivation and improving status mutability are effective ways to reduce the knowledge-hiding behavior of individuals with narcissistic admiration, and that decreasing both dominance status-attaining motivation and status mutability are effective ways to reduce the knowledge-hiding behavior of individuals with rivalry narcissism.

Although scholars have investigated the relationship between narcissism and knowledge hiding, the findings have been inconclusive (Helfrich & Dietl, 2019; Kjærvik & Bushman, 2021). Following Back et al. (2013), in this study we defined narcissism as being two dimensional, with both a positive aspect (admiration) and a negative aspect (rivalry). We investigated the specific correlations between admiration narcissism and knowledge hiding, as well as those between rivalry narcissism and knowledge hiding. This study provides a new perspective for further research on narcissistic personality.

 

Second, by introducing status-attaining motivations into the relationship between narcissism and knowledge hiding, we constructed and empirically tested two mediation models: the influence of narcissistic admiration on knowledge hiding through prestige status-attaining motivation, and the influence of narcissistic rivalry on knowledge hiding through dominance status-attaining motivation. The results of our tests supplement existing empirical evidence for knowledge-hiding antecedents. The research results provide a more comprehensive understanding of the mechanism by which narcissism affects knowledge-hiding behavior, compensating for the possible cognitive limitation of a single perspective.

 

Third, using trait activation theory, the results showed that status mutability moderated the relationship between narcissism and status-attaining motivation. Narcissistic admiration influenced the process of knowledge hiding through prestige status-attaining motivation and was moderated by status mutability. Further, the process by which narcissistic rivalry affects knowledge hiding through dominance status-attaining motivation was moderated by status mutability. These findings provide a theoretical perspective for knowledge hiding and other related studies that will be helpful for organizational managers to gain a deeper understanding of the context in which these two types of narcissism influence knowledge hiding.

First, unlike previous studies, which associated narcissism with negative, dark, or destructive behaviors, in this study we have provided a more balanced perception of narcissism in regard to people and organizations (Pertuz-Peralta et al., 2022). Narcissism is not always negative. A dialectical perspective should be adopted to recognize the beneficial aspects of admiration narcissism while avoiding the detrimental aspects of rivalry narcissism. Narcissism should not be completely ruled out, especially in scientific research teams. It is necessary to fully understand the critical influence of the different types of narcissism on knowledge hiding to maintain a good atmosphere of team cooperation.

 

Second, the key to the influence of narcissism on knowledge hiding lies in the status-attaining motivation for narcissism. In the organizational management process, managers should pay attention to the needs of team members. On the one hand, managers should create an organizational environment in which individuals with narcissistic rivalry do not need to use a dominance-strategy to gain power and status. By assisting individuals with narcissistic rivalry to perceive the interpersonal risk of dominance motivation in the process of pursuing status, a relatively stable internal competitive environment can be created for them to realize that they can obtain power and status without engaging in destructive and unfair competitive behavior such as using intimidation and coercion to attain social rank, unpredictably and erratically taking or threatening to withhold resources, and marginalizing other employees. On the other hand, through methods of encouraging positive interaction, such as holding symposiums, interviews, and online forums, people with admiration narcissism can gain a more accurate perception of how their status could be improved and can be stimulated to contribute more to the group and reduce their behavior of knowledge hiding.

 

Third, to reduce knowledge-hiding behavior within the organization, team managers should consider all three factors of individual personality traits, status-attaining motivation, and status mutability. Additionally, they can encourage team members to engage in knowledge sharing using efficient knowledge-management strategies. For instance, when recruiting employees, it is essential to consider candidates’ abilities and personality traits, focusing on selecting those with admiration narcissism, altruism, and prestige status-attaining motivation. In assessing whether individual  employees can be elevated to higher status or promoted to a more senior position, managers should consider individuals’ internal status-attaining motivation and guide those with narcissistic admiration to perceive status mutability, making them adopt the strategy of prestige status-attaining motivation and then show their prestige through altruistic behaviors such as knowledge sharing. Simultaneously, it is necessary to encourage individuals with narcissistic rivalry to perceive the stability of resources behind their status and promptly cease destructive and unfair competitive behavior to diminish the incidence of knowledge hiding.

This study has some limitations. First, the participants we selected were members of research teams at universities; therefore, our research results may not represent other demographic groups. The external validity of the research findings could be improved by expanding the sample range to target people employed in different organizations and industries.

 

Second, we found that the two status-attaining motivations partially mediated the relationship between narcissism and knowledge hiding. This implies that apart from the status-attaining motivations in our model mechanism, there must be several other mediating factors, such as status perception, interpersonal trust, self-assessment of intelligence, and psychological contract (Zajenkowski et al., 2020; Zeigler‐Hill et al., 2019). Future studies could further explore the multiple mediating effects of narcissism and knowledge hiding.

 

Third, in our data collection we relied mainly on self-evaluation, which makes the results subject to social desirability bias. For example, when responding to items to assess the negative behavior of knowledge hiding, individuals avoid, resist, or cover up the actual situation and choose lower scores on relevant test items. In future studies observational data could be collected, such as observer ratings and clinical interviews. In addition to using self-reported measures, a combination of self-ratings and other ratings could be applied to reduce measurement errors.

 

Fourth, considering the model’s conciseness and practicality,  we did not explore the boundary conditions of prestige and dominance status-attaining motivations that affect knowledge hiding. The second-stage relationship between status-attaining motivation and knowledge hiding may also be moderated by external situational factors or individual internal perceptions, such as organizational equity and workplace exclusion, which are worthy of attention (Tang et al., 2020). Status is a dynamic teamwork process. Whether team members hide or share knowledge depends not only on their views on status mutability but also on the individual member’s current status, and when the individual’s status in the organization changes, their status motivation will also change. Future research could delve into the mechanisms and boundary conditions of narcissism that affect team members’ knowledge hiding from more diversified perspectives.

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