Document Type : Original Article
Author
Assistant Professor, Knowledge and Information Science , Persian Gulf University, Bushehr, Iran.
Abstract
Introduction: Knowledge management activities, encompassing knowledge acquisition, encoding, storage, transfer, application, and dissemination, are pivotal for organizational success and sustainability. Among these, knowledge sharing is paramount in cultivating creativity and attaining sustainable competitive advantages. Nevertheless, a considerable obstacle within knowledge management is knowledge concealment, a deliberate act of withholding valuable knowledge from colleagues. This behavior disrupts collaboration, innovation, and organizational performance, ultimately jeopardizing organizational success. The literature consistently underscores the negative correlation between knowledge hiding and employee creativity, as it impedes the mutual exchange of knowledge and weakens workplace collaboration. Despite concerted efforts to foster knowledge sharing, knowledge hiding persists, creating a vicious cycle of distrust and diminished knowledge flow, which consequently diminishes individual, team, and organizational performance. The detrimental effects of knowledge hiding on interpersonal relationships, attitudes, and performance are well-documented, emphasizing the critical need for a comprehensive understanding of this phenomenon.
This study aims to address a significant research gap within the field of knowledge management by examining the influence of knowledge hiding on individual performance, with a particular focus on the mediating role of creativity. The research is situated within the context of the public library system in Iran. Four hypotheses are tested: (1) a positive association exists between individual creativity and individual performance; (2) knowledge hiding exerts a positive influence on individual performance; (3) knowledge hiding positively impacts individual creativity; and (4) individual creativity mediates the relationship between knowledge hiding and performance. By investigating these relationships, this research seeks to contribute to a more profound understanding of the dynamics of knowledge hiding, illuminating its implications for creativity and performance within organizational settings.
Methodology: This applied research employs a descriptive-correlational design with a quantitative approach to examine the relationship between knowledge hiding and performance, mediated by individual creativity. The study population encompasses managers, administrative staff, county heads, and officials employed in public libraries throughout Iran. Owing to the logistical constraints of accessing this geographically dispersed population, a cluster sampling technique was utilized. Provinces were initially clustered based on the number of libraries, and subsequently, one province was randomly selected from each cluster: West Azerbaijan, Isfahan, Fars, South Khorasan, Bushehr, Sistan and Baluchestan, and Tehran (given its central geographical location). A total of 215 participants were surveyed. Data collection utilized standardized questionnaires: Serenko and Bontis (2016) to assess knowledge hiding (12 items encompassing evasive hiding, playing dumb, and rationalized hiding), Kurniawanti et al. (2023) to measure individual creativity (5 items), and Babakus et al. (2009) to evaluate performance (4 items). Of the 215 questionnaires distributed, 210 were returned, with seven discarded due to incomplete responses, yielding 203 valid responses. A five-point Likert scale was employed for all measures. Convergent and discriminant validity of the instruments was confirmed. This study contributes valuable insights into the interplay between knowledge hiding, creativity, and performance within the context of public libraries.
Findings: This study sought to investigate the mediating influence of individual creativity on the association between knowledge hiding and individual performance through the application of structural equation modeling (SEM). The Standardized Root Mean Square Residual (SRMR) demonstrated an acceptable model fit (SRMR < 0.08). The Sobel test results provided evidence for a significant mediating effect, with Z-values exceeding 1.96 at the 95% confidence level (P ≤ 0.05). The Variance Accounted For (VAF) value of 0.579 indicates a partial mediation effect.
Path analysis demonstrated a significant positive relationship between individual creativity and individual performance (β = 0.505, t = 4.861, p ≤ 0.05). This suggests that a one-standard-deviation increase in individual creativity is associated with a 0.505-standard-deviation increase in individual performance. Conversely, knowledge hiding exhibited a significant negative impact on individual performance (β = -0.282, t = 2.654, p ≤ 0.05), indicating that a one-standard-deviation increase in knowledge hiding is associated with a 0.282-standard-deviation decrease in individual performance. Furthermore, knowledge hiding significantly and negatively influenced individual creativity (β = -0.769, t = 17.500, p ≤ 0.05), suggesting that a one-standard-deviation increase in knowledge hiding is associated with a 0.769-standard-deviation decrease in creativity. These findings collectively support the hypothesis that individual creativity partially mediates the negative relationship between knowledge hiding and individual performance.
Discussion & conclusion: This research sought to validate the dimensionality and indicators of knowledge hiding through confirmatory factor analysis while investigating its detrimental impact on organizational performance within a specific cultural context. The findings unequivocally demonstrate a significant and negative correlation between knowledge hiding and performance, corroborating the conclusions of previous research (e.g., Singh, 2019; Kurniawanti et al., 2023). By obstructing the dissemination of crucial information, knowledge hiding impedes effective decision-making, fostering misunderstandings, eroding trust, and ultimately diminishing productivity. Furthermore, the study revealed a significant negative impact of knowledge hiding on individual creativity, aligning with the findings of Malik et al. (2019) and Connelly et al. (2019). These findings underscore that knowledge hiding disrupts the seamless flow of essential knowledge, thereby impeding creative processes and stifling innovation within the organizational framework.
Moreover, the study reveals a substantial positive correlation between individual creativity and performance, emphasizing the pivotal role of creativity in augmenting organizational achievements. Individual creativity acts as a mediator in the relationship between knowledge concealment and performance, attenuating the detrimental effects of knowledge concealment on organizational performance. The findings imply that cultivating a knowledge-sharing culture, underpinned by trust, transparency, and collaborative tools, can enhance creativity and improve performance. Organizations are encouraged to implement incentive structures, knowledge-sharing platforms, and educational programs to foster knowledge sharing and minimize knowledge concealment, thereby maximizing the potential for creativity and achieving sustainable success.
Originality: This research will make a significant contribution to the existing body of literature on knowledge hiding. The findings of these studies underscore existing research gaps in our comprehension of the relationship between knowledge hiding and performance.
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