Individual and Organizational Antecedents of Knowledge Hiding Behavior

Knowledge hiding behavior is a relatively new concept referring to employees’ intentional withholding of knowledge even when requested to disclose. It is conceptually different from lack of knowledge sharing in the sense that knowledge sharing is not necessarily preceded by a request to share knowledge, and involved with an intention to hide it. Knowledge hiding behavior consists of three sub-dimensions of playing dumb, evasive hiding and rationalized hiding. Although knowledge hiding behavior frequently occurs in organizations and potentially harms the performance of a work unit, we have a limited understanding on what causes knowledge hiding behavior. In this regard, the primary purpose of the present study was to identify antecedents of knowledge hiding behavior. In so doing, the present study examined both organizational and individual factors. Specifically, we predicted that employees who perceive a lower level of perceived organizational justice and a higher level of perceived organizational politics are likely to engage in knowledge hiding behavior more. In addition, employees with low equity sensitivity and low prosocial motivation were also anticipated to hide knowledge. Interaction effects between the organizational and individual antecedents were also proposed. Using a survey of 321 employees, we found a positive effect of perceived organizational politics and negative effects of equity sensitivity and prosocial motivation on knowledge hiding. The main effect of perceived organizational justice was not significant. Additionally, equity sensitivity moderated the effects of perceived organizational justice and politics, but in different directions. The results of the present study indirectly and directly corroborate several psychological motives of knowledge hiding behavior. Managers of organizations where knowledge management is particularly important are recommended to pay attention to foster less political atmosphere and recruit employees with high equity sensitivity and prosocial motivation.