Teachers’ generosity in sharing knowledge is one of the contributing factors in the development of schools’ learning organization capacity and organizational performance. To encourage teachers to share knowledge, favorable organizational conditions should be provided. Therefore, this research investigated the association between the organizational politics perceived by teachers at school and teachers’ knowledge hiding behaviors. The sample of this correlational study consisted of 318 secondary school teachers in Türkiye. Data was collected through self-reported questionnaires. After establishing the reliability and validity of measures, structural equation modeling was employed to analyze the data. Two models, including “the perception of organizational politics” and “the perception of organizational-oriented and individual-oriented organizational politics,” were tested for predictiveness of knowledge hiding behavior. Results showed that both organizational politics perception and organizational-oriented and individual-oriented politics perceptions predicted teachers’ behavior of hiding knowledge from colleagues. Managerial implications for school principals, limitations, and future research directions were discussed.
Aksoy KürüS.BeğenirbaşM. (2023). Adaptation of the knowledge hiding behavior in organizations scale into Turkish. The Journal of Human and Work, 10(1), 25–39. https://doi.org/10.18394/iid.1114626
2.
AltınkurtY.YılmazK. (2012). The relationship between power resources used by school administrators and teachers’ organizational citizenship behaviors. Educational Sciences: Theory & Practice, 12(3), 1833–1852.
3.
AnandP.HassanY. (2019). Knowledge hiding in organizations: Everything that managers need to know. Development and Learning in Organizations: An International Journal, 33(6), 12–15. https://doi.org/10.1108/DLO-12-2018-0158
4.
ArainG. A.BhattiZ. A.AshrafN.FangY. H. (2020). Top-down knowledge hiding in organizations: An empirical study of the consequences of supervisor knowledge hiding among local and foreign workers in the Middle East. Journal of Business Ethics, 164(3), 611–625. https://doi.org/10.1007/s10551-018-4056-2
5.
ArshadR.IsmailI. R. (2018). Workplace incivility and knowledge hiding behavior: Does personality matter?Journal of Organizational Effectiveness: People and Performance, 5(3), 278–288. https://doi.org/10.1108/JOEPP-06-2018-0041
Asrar-ul-HaqM.AliH. Y.AnwarS.IqbalA.IqbalM. B.SulemanN.SadiqI.Haris-ul-MahasbiM. (2019). Impact of organizational politics on employee work outcomes in higher education institutions of Pakistan: Moderating role of social capital. South Asian Journal of Business Studies, 8(2), 185–200. https://doi.org/10.1108/SAJBS-07-2018-0086
8.
BaiY.HanG. H.HarmsP. D. (2016). Team conflict mediates the effects of organizational politics on employee performance: A cross-level analysis in China. Journal of Business Ethics, 139, 95–109. https://doi.org/10.1007/s10551-015-2604-6
9.
BartolK. M.SrivastavaA. (2002). Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies, 9(1), 64–76. https://doi.org/10.1177/107179190200900105
10.
BaşarU.SığrıÜBasımH. N. (2018). Ethics lead the way despite organizational politics. Asian Journal of Business Ethics, 7(1), 81–101. https://doi.org/10.1007/s13520-017-0084-8
11.
BediA.SchatA. C. (2013). Perceptions of organizational politics: A meta-analysis of its attitudinal, health, and behavioural consequences. Canadian Psychology, 54(4), 246–259. https://doi.org/10.1037/a0034549
12.
BlaseJ. J. (1991). The micropolitical orientation of teachers toward closed school principals. Education and Urban Society, 23(4), 356–378. https://doi.org/10.1177/0013124591023004002
13.
BlauP. (1964). Exchange and power in social life. John Wiley.
14.
BockG.-W.ZmudR. W.KimY.-G.LeeJ.-N. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces & organizational climate. MIS Quarterly, 29(1), 87–112. https://doi.org/10.2307/25148669
15.
BowlingN. A.EschlemanK. J.WangQ.KirkendallC.AlarconG. (2010). A meta-analysis of the predictors and consequences of organization-based self-esteem. Journal of Occupational and Organizational Psychology, 83(3), 601–626. https://doi.org/10.1348/096317909X454382
16.
BratianuC.MocanuR.StanescuD. F.BejinaruR. (2023). The impact of knowledge hiding on entrepreneurial orientation: The mediating role of factual autonomy. Sustainability, 15(17), 13057. https://doi.org/10.3390/su151713057
17.
BukhariI.KamalA. (2015). Relationship between perceived organizational politics and its negative outcomes: Moderating role of perceived organizational support. Pakistan Journal of Psychological Research, 30(2), 271–288.
18.
BukhariI.KamalA. (2017). Perceived organizational support, its behavioral and attitudinal work outcomes: Moderating role of perceived organizational politics. Pakistan Journal of Psychological Research, 32(2), 581–602.
19.
ÇelikO. T.ÜstünerM. (2019). Adaptation of the perception of organizational politics scale to Turkish version for school organizations: Validity and reliability study. Journal of Theoretical Educational Science, 12(1), 77–96. http://doi.org/10.30831/akukeg.425250 https://doi.org/10.30831/akukeg.425250
20.
ČerneM.NerstadC. G.DysvikA.ŠkerlavajM. (2014). What goes around comes around: Knowledge hiding, perceived motivational climate, and creativity. Academy of Management Journal, 57(1), 172–192. https://doi.org/10.5465/amj.2012.0122
21.
ChangC. H.RosenC. C.LevyP. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52(4), 779–801. https://doi.org/10.5465/amj.2009.43670894
22.
ChawlaR.GuptaV. (2019). Relationship of individual and organizational factors with knowledge hiding in it organization. IAHRW International Journal of Social Sciences Review, 7(2), 209–216.
23.
ChenC. (2020). The effect of leader knowledge hiding on employee voice behavior-the role of leader-member exchange and knowledge distance. Open Journal of Social Sciences, 8(4), 69–95. https://doi.org/10.4236/jss.2020.84006
24.
ChoH. T.YangJ. S. (2018). How perceptions of organizational politics influence self-determined motivation: The mediating role of work mood. Asia Pacific Management Review, 23(1), 60–69. https://doi.org/10.1016/j.apmrv.2017.05.003
25.
ChristensenL.JohnsonB.BR.TurnerL. A. (2014). Research methods design, and analysis (12th ed.). Pearson.
26.
ConnellyC. E.ZweigD. (2015). How perpetrators and targets construe knowledge hiding in organizations. European Journal of Work and Organizational Psychology, 24(3), 479–489. https://doi.org/10.1080/1359432X.2014.931325
27.
ConnellyC. E.ZweigD.WebsterJ.TrougakosJ. P. (2012). Knowledge hiding in organizations. Journal of Organizational Behavior, 33(1), 64–88. https://doi.org/10.1002/job.737
28.
CraneL.BontisN. (2014). Trouble with tacit: Developing a new perspective and approach. Journal of Knowledge Management, 18(6), 1127–1140. https://doi.org/10.1108/JKM-02-2014-0061
29.
CropanzanoR.MitchellM. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6), 874–900. https://doi.org/10.1177/0149206305279602
30.
CuiY.ParkH. H.PaikY. (2016). Individual and organizational antecedents of knowledge hiding behavior. Korean Journal of Business Administration, 29(8), 1215–1239. http://doi.org/10.18032/kaaba.2016.29.8.1215
31.
DelleE. (2013). The influence of perception of organizational politics on employee job involvement and turnover intentions: Empirical evidence from Ghanaian organizations. European Journal of Business and Management, 5(9), 151–160.
32.
DirikD. (2019). The moderating role of perceived organizational politics on the relationship between organizational justice perceptions and knowledge hiding behavior. Turkish Studies, 14(2), 295–312. http://doi.org/10.7827/TurkishStudies.14932
FieldA. (2009). Discovering statistics using SPSS(3rd ed.). Sage Publications.
35.
GeorgeD.MalleryP. (2016). IBM SPSS statistics 23 step by step: A simple guide and reference (14th ed.). Routledge.
36.
GoodmanJ. M.EvansW. R.CarsonC. M. (2011). Organizational politics and stress: Perceived accountability as a coping mechanism. The Journal of Business Inquiry, 10(1), 66–80.
37.
GouldnerA. W. (1960). The norm of reciprocity: A preliminary statement. American Sociological Review, 25(2), 161–178. https://doi.org/10.2307/2092623
38.
HasanN.RehmanH.HassanS. (2019). Political perceptions in organizations and theory of planned behavior: Evidence from Pakistan. Paradigms, 13(2), 77–82. https://doi.org/10.24312/1959130211
39.
HernausT.CerneM.ConnellyC.Poloski VokicN.ŠkerlavajM. (2019). Evasive knowledge hiding in academia: When competitive individuals are asked to collaborate. Journal of Knowledge Management, 23(4), 597–618. https://doi.org/10.1108/JKM-11-2017-0531
40.
HicklandE.CullinaneN.DobbinsT.DundonT.DonagheyJ. (2020). Employer silencing in a context of voice regulations: Case studies of non-compliance. Human Resource Management Journal, 30(4), 537–552. https://doi.org/10.1111/1748-8583.12285
41.
HislopD. (2002). Mission impossible? Communicating and sharing knowledge via information technology. Journal of Information Technology, 17(3), 165–177. https://doi.org/10.1080/02683960210161230
42.
HobfollS. E. (2001). The influence of culture, community, and the nested-self in the stress process: Advancing conservation of resources theory. Applied Psychology, 50(3), 337–421. https://doi.org/10.1111/1464-0597.00062
43.
HuL.BentlerP. M. (1999). Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives. Structural Equation Modelling: A Multidisciplinary Journal, 6(1), 1–55. https://doi.org/10.1080/10705519909540118
İspirliD. (2014). Knowledge as an object of psychological ownership and knowledge hiding via territoriality among knowledge workers [Unpublished master’s thesis]. Manisa Celal Bayar Üniversitesi.
46.
KangY. J.LeeJ. Y.KimH. W. (2017). A psychological empowerment approach to online knowledge sharing. Computers in Human Behavior, 74, 175–187. https://doi.org/10.1016/j.chb.2017.04.039
47.
KaratepeO. M. (2013). Perceptions of organizational politics and hotel employee outcomes: The mediating role of work engagement. International Journal of Contemporary Hospitality Management, 25(1), 82–104. https://doi.org/10.1108/09596111311290237
48.
KaurN.KangL. S. (2023). Perception of organizational politics, knowledge hiding and organizational citizenship behavior: The moderating effect of political skill. Personnel Review, 52(3), 649–670. https://doi.org/10.1108/PR-08-2020-0607
49.
KlineR. B. (2011). Principles and practice of structural equation modeling(3rd ed.). Guilford Press.
50.
KoD. G.KirschL. J.KingW. R. (2005). Antecedents of knowledge transfer from consultants to clients in enterprise system implementations. MIS Quarterly, 29(1), 59–85. https://doi.org/10.2307/25148668
51.
KoayK. Y.SandhuM. S.TjiptonoF.WatabeM. (2022). Understanding employees’ knowledge hiding behaviour: The moderating role of market culture. Behaviour & Information Technology, 41(4), 694–711. https://doi.org/10.1080/0144929X.2020.1831073
52.
KuvaasB.BuchR.DysvikA. (2012). Perceived training intensity and knowledge sharing: Sharing for intrinsic and prosocial reasons. Human Resource Management, 51(2), 167–187. https://doi.org/10.1002/hrm.21464
53.
KwahkK. Y.ParkD. H. (2016). The effects of network sharing on knowledge-sharing activities and job performance in enterprise social media environments. Computers in Human Behavior, 55, 826–839. https://doi.org/10.1016/j.chb.2015.09.044
54.
LabafiS. (2017). Knowledge hiding as an obstacle of innovation in organizations a qualitative study of software industry. AD-Minister, 30, 131–148. https://doi.org/10.17230/ad-minister.30.7
55.
LandellsE. M.AlbrechtS. L. (2019). Perceived organizational politics, engagement, and stress: The mediating influence of meaningful work. Frontiers in Psychology, 10, 1612. https://doi.org/10.3389/fpsyg.2019.01612
56.
MalikO. F.ShahzadA.RaziqM. M.KhanM. M.YusafS.KhanA. (2019). Perceptions of organizational politics, knowledge hiding, and employee creativity: The moderating role of professional commitment. Personality and Individual Differences, 142, 232–237. https://doi.org/10.1016/j.paid.2018.05.005
57.
MaravilhasS.MartinsJ. (2019). Strategic knowledge management in a digital environment: Tacit and explicit knowledge in fab labs. Journal of Business Research, 94, 353–359. https://doi.org/10.1016/j.jbusres.2018.01.061
58.
MeislerG.Vigoda-GadotE. (2014). Perceived organizational politics, emotional intelligence and work outcomes: Empirical exploration of direct and indirect effects. Personnel Review, 43(1), 116–135. https://doi.org/10.1108/PR-02-2012-0040
59.
NguyenT. M. (2021). Four-dimensional model: A literature review in online organisational knowledge sharing. VINE Journal of Information and Knowledge Management Systems, 51(1), 109–138. https://doi.org/10.1108/VJIKMS-05-2019-0077
60.
NguyenT. M.MalikA.BudhwarP. (2022). Knowledge hiding in organizational crisis: The moderating role of leadership. Journal of Business Research, 139, 161–172. https://doi.org/10.1016/j.jbusres.2021.09.026
61.
O'NeillB. S.AdyaM. (2007). Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employment. Journal of Managerial Psychology, 22(4), 411–436. https://doi.org/10.1108/02683940710745969
62.
ÖzdemirM. (2018). Examining the relationship between leadership orientation and political skills based on the views of school principals. Ege Journal of Education, 19(1), 116–134. https://doi.org/10.12984/egeefd.347616
63.
PanW.ZhouY.ZhangQ. (2016). Does darker hide more knowledge? The relationship between machiavellianism and knowledge hiding. International Journal of Security and Its Applications, 10(11), 281–292. https://doi.org/10.14257/ijsia.2016.10.11.23
64.
PillaiS.MuncherjiN. (2019). Knowledge hiding & Machiavellianism: An empirical analysis. Amity Journal of Management Research, 4(1), 61–73.
65.
PolanyiM. (1958). Personal knowledge: Towards a post-critical philosophy. University of Chicago Press.
66.
RandallM. L.CropanzanoR.BormannC. A.BirjulinA. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159–174. https://doi.org/10.1002/(SICI)1099-1379(199903)20:2<159::AID-JOB881>3.0.CO;2-7
67.
RongZ.CaoG. (2015). A framework for research and practice: Relationship among perception of organizational politics, perceived organization support, organizational commitment and work engagements. Open Journal of Business and Management, 3(4), 433–440. https://doi.org/10.4236/ojbm.2015.34043
68.
RuparelN.ChoubisaR. (2020). Knowledge hiding in organizations: A retrospective narrative review and the way forward. Dynamic Relationships Management Journal, 9(1), 5–22.
69.
SchumackerR. E.LomaxR. G. (2010). A beginner's guide to structural equation modeling (3rd ed.). Routledge.
70.
SmallC. T.SageA. P. (2006). Knowledge management and knowledge sharing: A review. Information Knowledge Systems Management, 5(3), 153–169.
71.
TanK.-L.HiiI. S. H.CheongK. C.-K. (2022). Knowledge “hiding and seeking” during the pandemic: Who really wins in the new normal? VINE. Journal of Information and Knowledge Management Systems, 54(6), 1315–1341. https://doi.org/10.1108/VJIKMS-04-2022-0123
UllahS.HasnainS. A.KhalidA.AslamA. (2019). Effects of perception of organizational politics on employee’s well-being: The mediating role of trust and interpersonal conflicts. European Online Journal of Natural and Social Sciences, 8(1), 1–14.
74.
UtamiA. F.BangunY. R.LantuD. C. (2014). Understanding the role of emotional intelligence and trust to the relationship between organizational politics and organizational commitment. Procedia - Social and Behavioral Sciences, 115(1), 378–386. https://doi.org/10.1016/j.sbspro.2014.02.444
75.
VigodaE. (2000). Organizational politics, job attitudes, and work outcomes: Exploration and implications for the public sector. Journal of Vocational Behavior, 57(3), 326–347. https://doi.org/10.1006/jvbe.1999.1742
76.
VigodaE.CohenA. (2002). Influence tactics and perceptions of organizational politics: A longitudinal study. Journal of Business Research, 55(4), 311–324. https://doi.org/10.1016/S0148-2963(00)00134-X
77.
WaskoM. M.FarajS. (2005). Why should I share? Examining social capital and knowledge contribution in electronic networks of practice. MIS Quarterly, 29(1), 35–57. https://doi.org/10.2307/25148667
78.
XiaoM. (2023). Antecedents and consequences of perpetrator-centric knowledge hiding within organizations: A cross-cultural meta-analytic review and implications for human resource management. The International Journal of Human Resource Management. https://doi.org/10.1080/09585192.2023.2278525
79.
XiaoM.CookeF. L. (2019). Why and when knowledge hiding in the workplace is harmful: A review of the literature and directions for future research in the Chinese context. Asia Pacific Journal of Human Resources, 57(4), 470–502. https://doi.org/10.1111/1744-7941.12198
80.
ZhaoH.LiuW.LiJ.YuX. (2019). Leader–member exchange, organizational identification, and knowledge hiding: The moderating role of relative leader–member exchange. Journal of Organizational Behavior, 40(7), 834–848. https://doi.org/10.1002/job.2359
