Impact of human resources management practices on workplace knowledge-hiding behaviour Online publication date: Wed, 19-Aug-2020
by Ardam Dodokh
International Journal of Knowledge Management Studies (IJKMS), Vol. 11, No. 3, 2020
Abstract: Knowledge can be a strategic asset for organisations, particularly for knowledge-intensive organisations. Drawing from social exchange theory (SET), this study examines the direct relationship between human resources management (HRM) practices and workplace knowledge-hiding behaviour (WKHB). This study analyse data obtained from 270 organisational employees in the telecommunication and information technology sector in Jordan using a quantitative approach and applying partial least squares structural equation modelling with bootstrap resampling. The findings suggest that HRM practices reduce knowledge-hiding behaviour in terms of recognition, fair rewards, competence development, and information-sharing practices. In addition, this study found that employee education is positively related to workplace knowledge-hiding behaviour: higher-educated employees hide information more than their counterparts. These findings offer a better understanding of the relationship between HRM practices and workplace knowledge-hiding behaviour in a developing country context.
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