English abstract
In the current era of a knowledge-based economy, where the main driver is knowledge
transfer, knowledge hiding among employees has become a stumbling obstacle toward
the progress and prosperity of many institutions. There is no doubt that Knowledge
Management Systems (KMS) implementation is a great opportunity for organizations
worldwide in several sectors, including the government sector. Conversely, knowledge
hiding is found to be a critical concept with clear adverse consequences for organizations,
as it inhibits learning and creativity, hinders teamwork and collaboration, and ultimately
impairs organizational performance. Furthermore, organizational crises, resulting from
the COVID-19 pandemic, can lead to long-term employee role conflict and job instability,
which can lead to knowledge hiding to protect their resources and competitive advantage.
Consequently, this study examines the antecedents and consequences of knowledge
hiding in the knowledge management system. A model was proposed based on a literature
review of the antecedents and consequences of knowledge hiding. Based on the literature
review, the antecedents were categorized as individual, organizational, knowledge and
technological antecedents; whereas the consequences were examined based on
organizational learning and innovation. Hypotheses were tested based on data collected
through a questionnaire from 215 participants across various organizations in the
government sector in the Sultanate of Oman. Data were analyzed based on structural
equation modeling technique, using Smart-PLS 4 software. The findings of this study, at
95% confidence level, found a significant positive effect of individual antecedents (i.e.
lack of reciprocity) and organizational antecedents (i.e. job insecurity and organizational
injustice) on knowledge hiding, and a significant negative effect of technological
antecedents (i.e. ease of use and perceived security) on knowledge hiding. Whereas no
evidence was found supporting the relationship between knowledge antecedents and
knowledge hiding. On the other hand, the results also indicated a significant negative
effect, at 90% confidence level, between knowledge hiding and organizational
consequences, specifically in terms of learning. This study's findings add value to the
literature, specifically in the government sector, and will help government organizations
face knowledge-hiding behaviors to gain a correct understanding of the antecedents of
knowledge hiding and set the controls to mitigate its harmful consequences.
