關鍵字： 組織政治感知、員工主動行為、知識隱藏、社會支持、資源保存理論;As the business environment becomes increasingly dynamic and uncertain， employee proactive behavior has become a key element in helping organizations maintain competitiveness. However， the prevalence of political climates in the workplace may undermine employees’ willingness and ability to demonstrate such behavior. This study examines the association between perception of organizational politics and employee proactive behavior， while further investigating the mediating role of knowledge hiding and the moderating role of social support in this process. Grounded in Conservation of Resources theory， perception of organizational politics is conceptualized as a work-related stressor that consumes employees′ psychological resources， thereby suppressing discretionary， change-oriented behaviors. The study obtained responses from 257 full-time workers in Taiwan using an online questionnaire survey. The findings reveal that: (1) Perception of organizational politics is negatively associated with employee proactive behavior; (2) Perception of organizational politics is positively associated with knowledge hiding; (3) Knowledge hiding does not significantly mediate the relationship between perception of organizational politics and proactive behavior; (4) Social support moderates the positive relationship between perception of organizational politics and knowledge hiding， such that the relationship is weakened when social support is high. These findings offer insights for organizations seeking to sustain employee proactivity in politically charged environments. Keywords: Perception of organizational politics， Employee proactive behavior， Knowledge hiding， Social support， Conservation of Resources theory
