Abstract:
In the modern organizational setting, knowledge is viewed as a vital strategic advantage, particularly in Pakistan's information-intensive telecoms industry. However, this value may be jeopardized by organizational politics. This study looks into the causes of worker’s knowledge hiding in the context of organizational politics. The study used a survey strategy and a deductive approach to gather data from 250 telecom sector personnel with a positivist mentality and an explanatory purpose. The results provided compelling evidence for a complete serial mediation mechanism by demonstrating how organizational politics lead to information concealment through the stages of perceived unfairness and workplace envy. By demonstrating that knowledge hiding is a protective reaction to relational dangers, this study theoretically supports affective events theory. Practically speaking, it means that management needs to encourage transparency and meritocracy in order to reduce the injustice and jealousy that drive information hiding. This will guarantee that knowledge continues to be a flexible strategic asset.
