The Impact of Knowledge Complexity, Distrust, Psychological Ownership on Knowledge Hiding Behavior

Abstract

Knowledge hiding behavior can lead to adverse consequences for both individuals and organizations. However, research on knowledge hiding remains insufficient. The objective of this study is to examine the relationship between knowledge complexity, distrust, psychological ownership, and knowledge hiding behavior among employees in knowledge-intensive sectors such as banking. Data were collected through surveys of bank employees, and hypotheses were tested using Partial Least Squares (PLS). The results indicate that knowledge complexity directly affects knowledge hiding behavior, distrust, and psychological ownership. Additionally, distrust and psychological ownership mediate the relationship between knowledge complexity and knowledge hiding behavior. This study makes significant contributions by revealing that knowledge complexity can increase psychological ownership and distrust, which in turn exacerbate employees' likelihood of hiding knowledge. These findings also provide a basis for managers to reduce knowledge hiding by minimizing distrust, psychological ownership, and knowledge complexity.