ArticleFrontiers in psychology2021
Antecedents of Knowledge Hiding and Their Impact on Organizational Performance.
Article in Frontiers in psychology, 2021. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 7 papers.
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7 citing papers in PubMed, 30 citations in OpenAlex.
- A German translation and adaptation of the knowledge hiding scale.Frontiers in psychology · 2026Article
- Managing knowledge hiding behaviors in Chinese enterprises: the mediating effects of power dynamics losses.Frontiers in psychology · 2025Article
- Modeling cynicism and organizational design on job performance: Mediation and moderation mechanism.Heliyon · 2024Article
- Article
- The impact of entrepreneurial team psychological capital on innovation performance: The mediating role of knowledge sharing and knowledge hiding.Frontiers in psychology · 2023Article
- Impact of Interpersonal Competition on Knowledge Hiding Behavior Among the Employees: Mediating Role of Moral Disengagement and Work Overload.Frontiers in psychology · 2022Article
- Cognitive Loading and Knowledge Hiding in Art Design Education: Cognitive Engagement as Mediator and Supervisor Support as Moderator.Frontiers in psychology · 2022Article
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Authors and funding
2 authors at 1 institution in 1 country.
Funding
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Abstract
Research on knowledge management has rapidly increased in the last decade, leaving a huge gap on how, why, and what triggers knowledge hiding in inter-organizational setups. Furthermore, the fostering factors for knowledge sharing have also remained unexplored because the employees in an organization are unwilling to share their knowledge with others for several reasons. The current study has attempted to explore the reasons that make employees hide their knowledge from other employees in order to excel. The individual factors considered in this study that make employees hide their knowledge are the lack of rewards for knowledge sharing, internal competition, and psychological entitlement. Furthermore, the interesting consequent factor of knowledge hiding in this study was found to be significant. The moderating role of employees' social status has a significant moderating effect on the relationship between knowledge-hiding behavior and organizational performance. The population of the study was the managerial employees of financial institutions of China and the sample size taken in his study was 446
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