Title: Impact of human resources management practices on workplace knowledge-hiding behaviour

Authors: Ardam Dodokh

Addresses: School of Business, University of Plymouth, Drake Circus, PL4 8AA, Plymouth, UK

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.

Keywords: knowledge hiding; human resources management; HRM practices; rewards; empowerment; competence development; recognition; information sharing; knowledge management; Jordan; workplace knowledge-hiding behaviour; WKHB.

DOI: 10.1504/IJKMS.2020.109093

International Journal of Knowledge Management Studies, 2020 Vol.11 No.3, pp.298 - 324

Received: 30 Jan 2019
Accepted: 24 Dec 2019
Published online: 19 Aug 2020 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article