Geri Anasayfa


The Moderating Role of Perceived Organizational Politics on the Relationship between Organizational Justice Perceptions and Knowledge Hiding Behavior

The concept and construct of knowledge hiding has recently been conceptually distinguished from similar concepts such as knowledge sharing/withholding, knowledge hoarding and organizational silence and it has been theoretically proven to be a multidimensional construct comprising of three distinct sub-scales, namely playing dumb, rationalized hiding and evasive hiding. Knowledge hiding has been defined as an intentional practice of avoiding sharing knowledge with someone who has explicitly requested to learn it, on grounds of various reasons. Researchers have pointed to the significance of future research on antecedents and consequences of knowledge hiding behavior. As a response to this call, the present study investigates employees’ perceptions of organizational justice as a potential antecedent of knowledge hiding behavior and analyzes the role of perceived organizational politics as a contextual moderating variable. The theory-driven hypotheses are tested on a sample of white-collar employees. According to the findings of the study, the only correlation between knowledge hiding and justice perceptions occurs between interactional justice dimension and playing dumb type of knowledge hiding at a relatively low level. However, there are significantly negative and relatively high correlations between organizational justice perceptions and perceived organizational politics. Organizational justice perceptions have significant effects on participants’ playing dumb type of knowledge hiding behavior and perceptions of organizational politics play a buffering role in the relationship between perceived organizational justice and playing dumb subscale of knowledge hiding.

Knowledge hiding, organizational justice perceptions, perceived organizational politics, white colla