This research investigates the pivotal role of perceived organizational injustice (POI) on organizational performance (OPE). Additionally, this study explores knowledge hiding (KH) and perceived organizational politics as moderating boundary effects. We gathered data from 275 private hospital employees in Pakistan. PLS-SEM was employed to assess the measurement and structural models, while PROCESS v.4 was used to test hypotheses. Our findings provide insightful results into the dynamic effect of POI on OPE, highlighting significant interactions that influence KH within healthcare organizations. These findings offer valuable implications for researchers in healthcare and organizational behaviour, suggesting pathways to improve organizational practices and encouraging future research to examine these relationships in diverse healthcare contexts.
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