Parenting Journal · Volume 1 · Issue 3 · Licensed source edition
From Synergy to Strain: Exploring the Psychological Mechanisms Linking Employee–AI Collaboration and Knowledge Hiding
Originally published 2025-12-20 · Behavioral Sciences
Multidisciplinary Digital Publishing Institute (MDPI) · DOI 10.3390/bs16010013 ↗
AI / system type
Employee–AI collaboration and AI trust
Workplace evidenceExamines workers, organizations or AI at work. Participants are not necessarily parents; family benefits are not established by this evidence alone.
The AI connection
System or context examined: Employee–AI collaboration and AI trust. The source-specific system and study design determine what can be inferred.
Why this reading matters
The reading brings knowledge hiding, job insecurity and trust during AI collaboration into a concrete discussion of humane work during technological change. It offers three-wave time-lagged employee survey evidence or analysis, not a promise of organizational or family benefit.
Workplace evidence
Work, care and the whole person.
The workplace lens is knowledge hiding, job insecurity and trust during AI collaboration. Source setting or population: 348 employees in knowledge-intensive enterprises in China. Parenting and child-development outcomes are not inferred from the workplace evidence.
Examines workers, organizations or AI at work. Participants are not necessarily parents; family benefits are not established by this evidence alone.
Editorial reading guide · Collaboration
Will working with AI make colleagues share knowledge or hold it back?
This three-wave time-lagged employee survey examines knowledge hiding, job insecurity and trust during AI collaboration. Its TRICK home is Collaboration, an editorial reading path rather than a claim that the paper tests the full framework.
Study context
348 employees in knowledge-intensive enterprises in China
Age / stage: Adult workplace context; no child age range inferred
Read with three questions
- Will working with AI make colleagues share knowledge or hold it back?
- What do this study’s design and population — 348 employees in knowledge-intensive enterprises in China — allow you to infer about another workplace?
- When considering knowledge hiding, job insecurity and trust during AI collaboration, which decisions would need employee input before applying this reading to a working family’s circumstances?
Keep the limits in view
A modeled mediation pathway is not proof of causation; defensive knowledge behavior may depend on local incentives and job security.
The text below is the original article’s licensed repository edition. Its wording is not rewritten. Use the Paper Agent beside the text to locate evidence; open the source for figures, tables and complete context.
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Original authorship, publication date, journal and DOI are preserved. This issue’s TRICK placement and reading questions are editorial additions, not claims made by the original authors.
Yi-Bin Li; Ting-Hsiu Liao; Chih-Hao Tsai; Tung-Ju Wu (2025). From Synergy to Strain: Exploring the Psychological Mechanisms Linking Employee–AI Collaboration and Knowledge Hiding Behavioral Sciences. https://doi.org/10.3390/bs16010013
Permissions checked against the saved article notice; repository publication notices screened 2026-11-05. This is not a new peer-review decision. The source authors and publishers are not represented as endorsing this issue.