Antecedents and consequences of knowledge hiding: The roles of HR practices, organizational support for creativity, creativity, innovative work behavior, and task performance

Abstract

The aim of this research is to explore drivers and outcomes of knowledge hiding (KH) in the workplace as well as determine mechanisms in which KH is involved. In particular, the study examines a novel model that explains how KH is influenced by Human Resource (HR) practices and employee perception of organizational support for creativity and how it influences employee creativity, innovative work behavior, and task performance. By exploring these relations, the study seeks to determine new mediators that explain the influence of HR practices and KH on task performance. Data collected through a survey distributed to supervisors and subordinates working in Lebanon provided empirical evidence that supports the proposed relationships. Findings show that the influence of implemented HR practices on task performance is mediated by employee perception of organizational support for creativity, KH, creativity, and innovative work behavior. Implications of these findings are also discussed.