Abstract:
This thesis aims at addressing the relationship between knowledge hiding and the factors that affect it within the organization. It investigated why workers may hide knowledge from colleagues to succeed. The data collection found that lack of information-sharing rewards, internal rivalry, and psychological entitlement cause workers to hide their knowledge. It considers the lack of advantages for workers who share information, internal competition, and psychological entitlement as reasons why people keep their knowledge to themselves. Bad leadership, passive leadership, workplace disengagement, unspoken social exchanges, and supervisor-employee interaction may motivate knowledge hiding. Subjective standards may hide knowledge. Thus, organizational and individual variables will alter research results. The different variables that were used to study the effect of knowledge hiding are organizational performance, personality, interpersonal justice, and organizational motivational climate.
The results of the study showed that there was a negative relationship between some variables and a positive one between others. In the end, the study's findings may interest managers and practitioners. The recommendations of this paper list key organizational characteristics that managers may promote to create a knowledge-sharing culture and dismiss knowledge hiding.
