Abstract
The study collected data from various industries in Taiwan, resulting in a total of 487 valid questionnaires. The findings are as follows: There is a positive association between job embeddedness and job crafting. Job crafting is negatively related to knowledge hiding. Job crafting mediates the relationship between job embeddedness and knowledge hiding. A leader's paradox mindset positively moderates the relationship between job embeddedness and job crafting. Job crafting indirectly influences the relationship between job embeddedness and knowledge hiding. Based on the study's findings, it can be concluded that higher levels of job embeddedness among employees provide them with increased opportunities to engage in job crafting behaviors. This, in turn, promotes knowledge sharing, cooperation, and reduces knowledge hiding tendencies. Additionally, when leaders exhibit a paradoxical mindset, it enhances employees' sense of job embeddedness and empowers them to reshape their work accordingly.