The bandwagon effect of organizational injustice in private hospital performance: a moderated-mediation model

Abstract

Purpose Drawing on conservation of resources (COR) theory, this paper aims to explore the effect of perceived organizational injustice (POI) on organizational performance (OPE) indirectly through knowledge hiding (KH). Moreover, this paper examines the boundary effects of perceived organizational politics (POP) and moral disengagement (MDS). Design/methodology/approach We employed a time-lag approach to collect data from 244 employees in Pakistani private hospitals. SmartPLS v. 4.4 was run to check the outer model. For testing the moderated-mediation model as an inner model, PROCESS v.4 was applied. Findings POI negatively and indirectly influenced OPE through KH, whereas high levels of POP and MDS may result in a stronger POI–KH linkage. Originality/value This paper adds to the literature related to COR that has been utilized to explain employee behaviors in the hospital context, where the antecedents of OPE were primarily the subject of empirical investigation.