Factors Affecting Knowledge Hiding and Their Consequences on Team Performance A Case Study of Manufacturing Industry in Pakistan

Abstract

Past researchers have shown that a good organizational strategy relays on proper and good knowledge management practices. Due to same reason, organizations devote resources for proper formulation and implementation of these practices. However, despite all efforts, questions remain on why knowledge management is not effective. This research study aims to explore the underlining reasons of ineffective knowledge management in the form of knowledge hiding and its outcome on project team performance. The research has investigated the association of independent variables i.e. task conflict, relationship conflict and time pressure on project team performance. In addition, it has also explored the mediation role of knowledge hiding. The research design is quantitative. Data was collected through questionnaires in single phases. Public sector manufacturing organizations undergoing different maintenance and R&D projects were focused for data collection. A total of 270 questionnaires were distributed. The sample size of 215 was calculated with the help of sample size formula for finite population. Smart PLS was used for assessment of measurement model and SPSS was used to analyse the structural model. The analysis revealed that task conflict, relationship conflict and time pressure positively associated to knowledge hiding and negatively associated with team performance. Moreover, knowledge hiding was found partially mediating the relationship between independent and dependent variable. The study has highlighted few predictors that contribute towards knowledge hiding in project teams. This research can serve as guidance for project managers to enhance their team performance through proper time management of project activities and conflict resolution techniques.