IAHRW International Journal of Social Sciences Review

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Relationship of Individual and Organizational Factors with Knowledge Hiding in it Organization


Affiliations
1 Department of Applied Psychology, University of Delhi, Delhi, India
2 Department of Psychology, University of Delhi, Delhi, India
     

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Knowledge hiding is a new construct in organizational research. Knowledge hiding assumes significance in the context of the "knowledge workers," a term coined by Drucker who predicted employees' knowledge to be the most important asset of any organization in the 21st century. However, the organization has no ownership over the intellectual assets of its employees. Thus, it cannot compel them to transfer their knowledge to other organizational members. Thus, the present research examines relationship between knowledge hiding behaviour and individual factors (personality, Machiavellianism, psychological ownership of knowledge), attitude/ behaviour resulting from organizational membership (organizational commitment & organizational citizenship behaviour) and organizational climate (openness, collaboration & trust) in IT organizations. For this study, data 150 IT was collected from employees through a non-random purposive sampling. Correlational results show that all organizational climate factors, organizational commitment, organizational citizenship behaviour and personality dimensions (conscientiousness, agreeableness & openness to experience) share a negative relationship with knowledge hiding. However, some individual factors such as Machiavellianism and psychological ownership of knowledge share a positive relationship with knowledge hiding behaviour. Regression model shows that 61% variance in knowledge hiding is explained by the predictor model [F = 56.85 (DF Between = 142, DF within = 149) =, p<.000]. Limitations are small sample size, unequal gender participation, non-random sampling method, and use of self-report data. Findings can help practitioners develop intervention for curbing knowledge hiding and improving knowledge management.

Keywords

Knowledge Hiding, Personality, Machiavellianism, Psychological Ownership, Organizational Commitment.
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  • Relationship of Individual and Organizational Factors with Knowledge Hiding in it Organization

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Authors

Raunaq Chawla
Department of Applied Psychology, University of Delhi, Delhi, India
Vibhuti Gupta
Department of Psychology, University of Delhi, Delhi, India

Abstract


Knowledge hiding is a new construct in organizational research. Knowledge hiding assumes significance in the context of the "knowledge workers," a term coined by Drucker who predicted employees' knowledge to be the most important asset of any organization in the 21st century. However, the organization has no ownership over the intellectual assets of its employees. Thus, it cannot compel them to transfer their knowledge to other organizational members. Thus, the present research examines relationship between knowledge hiding behaviour and individual factors (personality, Machiavellianism, psychological ownership of knowledge), attitude/ behaviour resulting from organizational membership (organizational commitment & organizational citizenship behaviour) and organizational climate (openness, collaboration & trust) in IT organizations. For this study, data 150 IT was collected from employees through a non-random purposive sampling. Correlational results show that all organizational climate factors, organizational commitment, organizational citizenship behaviour and personality dimensions (conscientiousness, agreeableness & openness to experience) share a negative relationship with knowledge hiding. However, some individual factors such as Machiavellianism and psychological ownership of knowledge share a positive relationship with knowledge hiding behaviour. Regression model shows that 61% variance in knowledge hiding is explained by the predictor model [F = 56.85 (DF Between = 142, DF within = 149) =, p<.000]. Limitations are small sample size, unequal gender participation, non-random sampling method, and use of self-report data. Findings can help practitioners develop intervention for curbing knowledge hiding and improving knowledge management.

Keywords


Knowledge Hiding, Personality, Machiavellianism, Psychological Ownership, Organizational Commitment.

References