Investigating the Antecedents of Knowledge Hiding and Reciprocation of Knowledge Hiding Behavior

Abstract

In current research stream, empirical work regarding knowledge hiding and reciprocal of knowledge hiding along their dimensions is sparse. This study aims to partially fill this void by investigating the antecedents of knowledge hiding behavior i.e. social interaction ties, organizational knowledge culture and dimensions of self-referred fear (fear of losing face, fear of losing power and fear of isolation) on knowledge hiding. Further reciprocal of knowledge hiding was also investigated as an outcome of knowledge hiding. This research deployed quantitative research method. Data was collected through questionnaire from 277 employees working in 3 different companies across telecommunication sector located in Sargodha region (Pakistan). The proposed model was tested through linear regression analyses. The results depict that organizational knowledge culture has significant negative impact on knowledge hiding behavior. In addition, the other antecedents fear of losing face, fear of losing power and fear of isolation has significant positive impact on knowledge hiding behavior. Further, social interaction ties have significant negative impact on knowledge hiding behavior. This research extends current knowledge management literature by specifically focusing some of the important antecedents of knowledge hiding. In addition, reciprocal of knowledge hiding is also highlighted as a vital outcome of knowledge hiding behavior. The study produced important underpinnings for policy makers of telecommunication sector. From managerial perspective, the research findings would help managers to curb such counterproductive behaviors.