Mobbing, knowledge hiding and quiet quitting
Mental strain in the hospitality sector: Do knowledge hiding and quiet quitting mediate the path in the wake of mobbing?
Sadiq, M., Leong, M. K., Khan, A., Rozsa, Z., & Ferraris, A. (2026). Mental strain in the hospitality sector: Do knowledge hiding and quiet quitting mediate the path in the wake of mobbing? Journal of Knowledge Management, 30(3), 1011–1031. https://doi.org/10.1108/JKM-05-2025-0660
In brief. Two quantitative studies (298 hospitality employees and 183 employees from various sectors, PLS-SEM) examined how workplace mobbing relates to employees' mental well-being. Mobbing was associated with both knowledge hiding and quiet quitting. Knowledge hiding and quiet quitting formed a chain through which mobbing translated into poorer mental well-being.
Implications.
- Preventing mobbing is also a matter of knowledge flows in the organisation, not only of interpersonal relations.
- In service firms in particular, a culture built on trust and information exchange helps.
For practitioners: article on the WorkLab Research website (in Slovak) →