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Jurnal Daya SaingJurnal Daya Saing

This study examines the effect of unethical leadership on knowledge sabotage in a digital work environment, with moral disengagement as a mediator and moral identity as a moderator. As digital transformation increases reliance on knowledge-sharing systems, unethical leadership may encourage counterproductive knowledge behaviors. A quantitative approach using Partial Least Squares–Structural Equation Modeling (PLS-SEM) was applied. Data were collected through structured questionnaires from 272 employees of oil and gas service companies in Riau Province, Indonesia, and analyzed using SmartPLS. The measurement model was assessed through outer loading, Average Variance Extracted (AVE), Cronbachs Alpha, and Composite Reliability, while the structural model was evaluated using path coefficients, R², f², Q², and bootstrapping for mediation and moderation tests. Results show that unethical leadership positively affects both moral disengagement and knowledge sabotage. Moral disengagement significantly influences knowledge sabotage and partially mediates the relationship. Moral identity negatively affects knowledge sabotage but does not moderate the effect of moral disengagement. These findings enrich ethical leadership and digital knowledge management research.

The study concludes that unethical leadership significantly influences knowledge sabotage, both directly and indirectly through moral disengagement.Moral disengagement serves as a key psychological mechanism enabling destructive knowledge behavior, particularly in digitally mediated work environments.While moral identity negatively impacts knowledge sabotage, it does not moderate the relationship between moral disengagement and such behavior, suggesting situational factors outweigh individual traits.These findings emphasize the importance of ethical leadership and organizational controls in preventing knowledge sabotage and protecting organizational knowledge assets in the digital era.

Penelitian lebih lanjut perlu dilakukan untuk mengeksplorasi secara mendalam bagaimana berbagai strategi intervensi, seperti pelatihan etika yang disesuaikan dengan konteks digital, dapat secara efektif mengurangi moral disengagement dan mendorong perilaku berbagi pengetahuan yang positif di kalangan karyawan. Selain itu, studi di masa depan dapat menyelidiki peran penting budaya organisasi dalam memoderasi hubungan antara kepemimpinan tidak etis dan sabotase pengetahuan, dengan mempertimbangkan bagaimana norma-norma organisasi yang kuat dan komitmen terhadap integritas dapat berfungsi sebagai perisai terhadap perilaku merusak. Terakhir, penelitian lanjutan dapat berfokus pada pengembangan model prediktif yang lebih komprehensif yang mengintegrasikan faktor-faktor situasional, individual, dan organisasi untuk mengidentifikasi karyawan yang paling rentan terhadap sabotase pengetahuan dan merancang strategi pencegahan yang ditargetkan, sehingga berkontribusi pada lingkungan kerja digital yang lebih etis dan kolaboratif.

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