Enhancing the utilization of knowledge capital and achieving effective knowledge management are crucial for promoting organizational innovation. Based on the cognitive-emotional personality system theory, this study constructs a dual-path model involving superficial harmony and work anger in the relationship between workplace exclusion and knowledge hiding, exploring the moderating role of psychological resilience in the cognitive-emotional pathways of workplace exclusion. Structural equations and the PROCESS method are employed to analyze 406 valid samples collected at two time points. The study finds: (1) Workplace exclusion positively influences knowledge hiding; (2) Superficial harmony and work anger partially mediate the relationship between workplace exclusion and knowledge hiding; (3) Psychological resilience positively moderates the relationship between workplace exclusion and superficial harmony, negatively moderates the relationship between workplace exclusion and work anger, and moderates the indirect effects of workplace exclusion on knowledge hiding through superficial harmony and work anger. The research findings help to explain the phenomenon of work anger after experiencing workplace exclusion from an integrated perspective and provide useful enlightenment for enterprises to optimize employee relations and promote knowledge sharing from a practical level.