Knowledge hiding, defined as an intentional attempt to conceal requested knowledge, has become a hot topic in management and psychology in the last decade. Emerging research has suggested that knowledge hiding is not simply the opposite of knowledge sharing, such that it is crucial to clarify the concept, explore the research progress and development trend of knowledge hiding. Based on 243 relevant articles, a bibliometric analysis of knowledge-hiding research is presented via descriptive, keyword and citation analysis. Results reveal that knowledge-hiding research, mainly focusing on the disciplines of management, business and psychology, is currently in a period of rapid growth, especially in the past two or three years. The systematic review of knowledge-hiding research enables us intuitively to obtain a panoramic view, including publication performance, thematic evolution and most influential topics of the field via a set of science maps, enabling future authors to investigate knowledge hiding and focus their research more effectively.

Applying an affective events lens, we argue that request politeness may evoke emotional experiences (happiness, anger), which influence subsequent knowledge hiding (evasive hiding, playing dumb, and rationalized hiding). Based on data of 210 full-time knowledge employees who provided 1,195 daily surveys, results of multilevel path analyses showed that request politeness was positively associated with happiness and negatively associated with anger. Furthermore, happiness was only negatively associated with playing dumb and mediated the effects of request politeness on playing dumb. While anger was positively associated with all three knowledge hiding types and mediated the effects of request politeness on knowledge hiding. The implications, limitations, and future research directions are discussed.

This paper proposes that employee well-being includes four dimensions: job satisfaction, life satisfaction, positive affect, and negative affect. Each dimension is interdependent and correlated. Therefore, the measurement of employee well-being is complicated and fuzzy. This study aims to treat the measurement of employee well-being as a fuzzy problem, construct a measurement model from the perspective of multi-criteria decision making, and establish the preference relationship between indicators through fuzzy measure and Choquet integral. Applying multiple linear regression analysis and the heuristic least mean squares method, the main findings are as follows: (1) It is inappropriate to use job satisfaction as a substitute for measuring employee well-being, as the weight of job satisfaction is the lowest among the four dimensions. (2) Employee well-being is also largely reflected in their overall satisfaction with life because life satisfaction is the most heavily weighted. (3) Employee well-being needs to consider the emotion-related indicators and satisfaction-related indicators comprehensively because fuzzy analysis proves that their relationship is redundant. Finally, the practical implications of these findings and future research directions are discussed.

Background: Overtime is an international phenomenon, especially in some Chinese Internet technology companies, the 996 work regime is a common corporate atmosphere. This paper holds that overtime work is the result of a long-term dynamic game between employees and employers. In such a dynamic evolution process, employers and employees both cooperate and conflict, they will choose a strategy conducive to their own development through long-term learning and improvement. Methods: Based on the evolutionary game theory and principal-agent theory, this paper constructs a $$2\times 2$$2 × 2 evolutionary game matrix. The strategies of employees can be divided into voluntary overtime and involuntary overtime, while the strategies of employers can be divided into providing overtime pay and not providing overtime pay. The stability of the system is related to four parameters: resource consumption, information asymmetry coefficient, trust coefficient, and moral hazard coefficient. Results: Through an in-depth study of the model and data simulation, the system has five equilibrium points, an ESS point, and a saddle point in any case. Accordingly, we put forward two theorems and three propositions, which are verified not only theoretically but also by data simulation. Besides, the strategies of the employees and the employers will evolve from the initial state to (Involuntarily, Not pay) or (Voluntarily, Pay) under different situations. This is closely related to the initial parameters of the evolutionary game model and the payment matrix. Conclusions: By summarizing the influence of each parameter on the evolutionary path, we believe that fairness and information equivalence between employees and employers can effectively promote both parties to reach the Pareto optimal state. In other words, employees and employers need to communicate and share information promptly to ensure the unity of information acquired by each other and achieve a win–win situation. This paper contributes to providing theoretical guidance and practical enlightenment for organizations to manage employees' overtime behavior scientifically and improve their work psychology reasonably.

The popularization of bridge employment is conducive to the realization of active aging, which requires not only the subjective initiative of retirees but also the active cooperation of local governments and relevant enterprises. This study combined evolutionary game theory with system dynamics to model and simulate the behavior of local government and enterprises on bridge employment, aiming to highlight the importance of government behavior and enterprise actions in the process of active aging and to analyze the effectiveness of different incentive and punishment mechanisms in promoting bridge employment. Results show that the system with dynamic incentive and punishment is easier to keep stable than the system with static incentive and punishment; specifically, the dynamic mechanism with low incentive intensity and high punishment intensity is better than other mechanisms. Finally, this study emphasized the importance of government policy to bridge employment and put forward relevant management implications.