Abstract
This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance. The existing literature indicates that knowledge hiding is prominent in service sector firms and impedes knowledge transfer. However, the potential determinants and consequences have not been extensively investigated. The objectives of this study are threefold: First, examining the effect of distrust and the complexity of knowledge on knowledge hiding. Second, examining the effect of knowledge hiding on task performance. Third, examining the conditional effect of task relatedness in the relationship between distrust, knowledge complexity, and knowledge hiding. We conducted an online survey by using a Google form to collect our data. We gathered data from 325 salespersons in the business departments of a single firm in Indonesia. To test our hypotheses, we employed Partial Least Square (PLS). The results revealed that distrust and knowledge complexity are critical factors in predicting knowledge hiding. Interestingly, knowledge hiding positively affects task performance. The rationale behind this result is that employees tend to believe that hiding knowledge is a strategy to boost their performance in the short run. The contribution of this study is the suggestion that organizations should implement a knowledge-sharing culture to minimize knowledge hiding.
Highlights
This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance
This study established a theoretical and integrative framework for an this study identified why employees tend to engage in Knowledge Hiding (KH) behavior
DIS, Knowledge Complexity (KC), and KH.this study identified why employees tend to engage in KH behavi cally, The findings of this study corroborate earlier studies, indicating that employees sheds light on the contextual function of Task Relatedness (TR), which might moderate the re lack of trust in their coworkers increases based on the higher the employee’s intention
Summary
This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance. Anand, et al [3] posited that since knowledge is a vital resource and the sharing of knowledge is determined by people who choose who, when, and why to share, specific aspects such as contextual values, boundaries, and a dearth of organizational culture all contribute a significant role in clarifying the underlying reasons why people may not share knowledge, even though the benefits and rewards are apparent. It implies that despite the numerous benefits of knowledge sharing, employees continue to participate in knowledge hiding, which involves concealing information from their coworkers. Publisher’s Note: MDPI stays neutral with regard to jurisdictional claims in published maps and institutional affiliations
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