Impact of knowledge hiding behavior on project performance

Abstract

Knowledge hiding is a common problem in many organizations but its predictors and outcomes are not fully understood. The understanding of knowledge-hiding behavior is further less in the project context. Keeping in view the research gap, the focus of this study was to investigate the impact of three predictors of knowledge-hiding behaviors on project performance. Data from 84 respondents were collected from the telecom sector using a survey and data is analyzed quantitatively. The key findings of the study are that all three predictors (Evasive, Playing Dumb, and Rationalized) knowledge-hiding behaviors have different effects on project performance. Accordingly, evasive hiding has an insignificant impact on project performance; playing dumb has a negative impact on project performance; and rationalized hiding behavior has positive effects on project performance. The finding suggests that negative playing dumb behavior can be monitored while rationalized hiding can be promoted.

Keywords: Knowledge Hiding Behavior, Evasive Hiding Behavior, Playing Dumb, Rationalized Hiding, Project Performance.