Investigating the Impact of Organizational Structure on Knowledge Hiding in Knowledge-Based Companies at the Ferdowsi University of Mashhad Science and Technology Park

Document Type : Original Article

Authors

Majid Maleki ¹

Mohsen Nowkarizi ²

Mojtaba Kaffashan Kakhki ³

¹ MA Student in Knowledge and Information Science, Ferdowsi University of Mashhad, Mashhad, Iran

² Professor, Department of Knowledge and Information Science, Education and Psychology Faculty,, Ferdowsi University of Mashhad, Mashhad, Iran

³ Assistant Professor, Department of Knowledge and Information Science, Education and Psychology Faculty,, Ferdowsi University of Mashhad, Mashhad, Iran

10.22067/infosci.2026.97408.1267

Abstract

Introduction: In the knowledge economy, knowledge is recognized as the most critical asset of organizations, and organizational success is contingent upon the capacity to create, acquire, utilize, and share knowledge. To sustain a competitive advantage, organizations must establish knowledge management processes that mitigate knowledge hiding and provide a robust foundation for knowledge sharing. Organizational structure—encompassing the dimensions of complexity, formalization, and centralization—plays a pivotal role in either facilitating or impeding knowledge-sharing practices. Deficient or ineffective organizational structures may contribute to an escalation of knowledge hiding behaviors within organizations. Accordingly, the present study investigates the influence of organizational structure on knowledge hiding within knowledge enterprises at Ferdowsi University of Mashha.
Methodology: This applied research employed a survey methodology to address the research question. The target population consisted of 278 employees working in knowledge-based enterprises located within the Ferdowsi University of Mashhad Science and Technology Park. The sample size was determined using Cochran’s formula, and a proportional stratified random sampling technique was adopted for participant selection. Data were collected through questionnaires administered in both online and print formats. Content validity was established via expert review, incorporating feedback from four specialists in knowledge management and organizational structure, as well as four faculty members from the Department of Knowledge and Information Science at Ferdowsi University of Mashhad. Reliability was assessed using Cronbach’s alpha, calculated separately for each dimension and variable. All resulting alpha coefficients exceeded the threshold of 0.7, indicating acceptable reliability. Data analysis was conducted using SPSS and included both descriptive statistics (means, standard deviations, tables, and graphs) and inferential statistics, specifically regression analyses and Pearson correlation coefficients.
Findings: This study examined the influence of key organizational structural attributes—namely complexity, formality, and centralization—on knowledge hiding behaviors within knowledge-based enterprises situated at the Ferdowsi University of Mashhad Science and Technology Park. The results revealed a significant association between these structural dimensions and the propensity to withhold knowledge. More specifically, organizational complexity was found to foster an environment conducive to knowledge hiding. In addition, a positive correlation was identified between the degree of organizational formality and the frequency of knowledge hiding practices. Lastly, the findings indicated that elevated levels of centralization may hinder the unrestricted exchange of information, engender interpersonal distrust among employees, and subsequently increase the likelihood of knowledge concealment.
Discussion & Conclusion: The present study identifies a moderate prevalence of knowledge hiding within knowledge-intensive enterprises. Despite the observed heterogeneity and dispersion in participant responses, the findings point to potential underlying cultural and structural deficiencies inherent in such organizational contexts. Accordingly, fostering a knowledge-sharing culture and enhancing interpersonal trust among employees emerge as strategic priorities. These insights may equip managers and decision-makers in knowledge enterprises with a clearer understanding of the determinants of knowledge hiding, thereby enabling the development of more effective interventions to cultivate a transparent and collaborative organizational environment.
Originality: Given that the majority of Iranian knowledge-based companies have emerged only within the last decade, and in light of the absence of empirical research investigating the dimensions of their organizational structure through the lens of knowledge hiding, this study adopts a novel approach. By yielding key insights into the research domain, it equips knowledge-based companies with enhanced capabilities to address the phenomenon of knowledge hiding more effectively than previously possible.

Keywords

Knowledge Management

Knowledge Hiding

Organizational Structure

Knowledge enterprises

Science and Technology Park

Ferdowsi University of Mashhad

Subjects

• Knowledge Management

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