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The purpose of this paper is to explore the longitudinal influence of gender, age, education level, organizational tenure and emotional intelligence on three dimensions of knowledge hiding over time.

A longitudinal study using two-wave data sets of 390 employees in Chinese enterprises was conducted to build fixed, continuous and interacting models for investigating the effects of individual differences on the processes of knowledge hiding over time.

This research uncovered the changing relationships of individual differences on knowledge-hiding behaviors over time, such that age correlates with rationalized hiding in the interacting model, indicating younger employees are less likely to choose rationalized hiding when facing situation changes; and education level, organizational tenure and emotional intelligence moderate knowledge hiding over time, implying individuals with better education, longer tenure and higher emotional intelligence tend to exhibit more rationalized hiding behaviors rather than evasive hiding and playing dumb behaviors at Time 2.

One of the novel contributions of this study is that it tests the longitudinal effect of individual differences on knowledge hiding, providing a vertical perspective, and thereby contributing to the body of knowledge in knowledge management. The study also constructs fixed, continuous and interacting models to measure the covering longitudinal influences, thus making the research original.

This paper aims to examine the critical role played by cultural flow in fostering successful expatriate cross-border transitions.

The authors develop and test a model on the interplay among cultural intelligence, organizational position level, cultural flow direction and expatriate adaptation, using a data set of 387 expatriate on cross-border transitions along the Belt & Road area.

The authors find that both organizational position level and cultural flow moderate the relationship between cultural intelligence and expatriate adaptation, whereby the relationship is contingent on the interaction of organizational position status and assignment directions between high power distance and low power distance host environments.

Previous research has shown that higher levels of cultural intelligence are positively related to better expatriate adaptation. However, there is a lack of research on the effect of position difference and cultural flow on such relationship. Our study is among the first to examine how the interaction between cultural flow and organizational position level influences the cultural intelligence (CI) and cultural adjustment relationship in cross-cultural transitions.

This study aims to investigate the mechanism of knowledge management within multinationals during the post COVID-19 era, with particular consideration given to the relationship between the cultural intelligence of top managers and knowledge-oriented leadership using fear of COVID-19 as a moderating factor.

Derived from upper echelons’ theory and research on knowledge management success (KMS), a theoretical model and associated hypotheses have been developed and tested. Structural equation modeling was used with statistics collected from 288 top managers and executives of multinational corporations dominated by knowledge-intensive industries through a network investigation.

Results indicate that the levels of executives’ cultural intelligence and knowledge-oriented leadership contribute to KMS, while knowledge-oriented leadership acts as a mediator between them. In addition, the fear of COVID-19 of senior executives negatively affects both the direct and mediated influence of cultural intelligence on KMS.

The current research uses an empirical approach to examine cross-border KMS. Further research is needed to develop more comprehensive measurement tools for KMS and more detailed research by further developing the subdimensions of cultural intelligence. In addition, this paper used cross-sectional research that limits the capability to establish causal relationships over time.

The research explores the “human side” of the key antecedents of KMS, fills the gap in research about the impact of cultural intelligence and knowledge-oriented leadership on the achievement of KMS, paves the way for emerging knowledge-oriented leadership from the initial phase to the mature phase and contributes to the literature on environmental uncertainty and crisis, using the COVID-19 as a representative context.