Abstract
Organizations grow and excel with knowledge sharing; on the other hand, knowledge hiding is a negative behavior that impedes innovation, growth, problem solving, and timely correct decision making in organizations. It becomes more critical in the case of teaching hospitals, where, besides patient care, medical students are taught and trained. We assume that negative emotions lead employees to hide explicit knowledge, and in the same vein, this study has attempted to explain the hiding of explicit knowledge in the presence of relational conflicts, frustration, and irritability. We collected data from 290 employees of a public sector healthcare organization on adopted scales to test conjectured relationships among selected variables. Statistical treatments were applied to determine the quality of the data and inferential statistics were used to test hypotheses. The findings reveal that relationship conflicts positively affect knowledge hiding, and frustration partially mediates the relationship between relationship conflicts and knowledge hiding. Irritability moderates the relationship between relationship conflicts and frustration. The findings have both theoretical and empirical implications. Theoretically, the study tests a novel combination of variables, and adds details regarding the intensity of their relationships to the existing body of literature. Practically, the study guides hospital administrators in managing knowledge hiding, and informs on how to maintain it at the lowest possible level.
Highlights
Knowledge is one of the core resources that enables organizations to grow and gain a sustainable competitive advantage to ensure their survival and sustainability
There are many alternative explanations for the occurence of knowledge edge hiding, but the role of relationship conflict cannot be ignored as a cause of hiding hiding, but the role of relationship conflict cannot be ignored as a cause of hiding explicit explicit knowledge
Relationship conflict and knowledge hiding both occur in hospitals
Summary
Knowledge is one of the core resources that enables organizations to grow and gain a sustainable competitive advantage to ensure their survival and sustainability. Sustainability 2021, 13, 12598 behavior (OB) and human resource management (HRM) to determine why workers share knowledge [1,2] or deliberately hide their knowledge [3,4]. The study of knowledge in an organizational context has deliberately focused on information sharing processes [3,7,8]. Despite these efforts, the hiding of knowledge among employees continues to increase, and has become pervasive [9]. Besides predictors and arguing for the effects of information sharing, research on knowledge hiding will aid organizations in lessening deliberate hiding [11,12]
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