Impact of Driver of Knowledge Hiding affecting Project Team Performance: A case study of universities

Abstract

Knowledge hiding approaches, including evasive hiding, playing dumb, and rationalized hiding, have a destructive effect on the project team's performance. In the last 10 or so years, this influence has begun to receive study attention. Previous studies have discovered a significant association between interpersonal relationships and knowledge hiding. To better understand how Interpersonal relationship affects project team performance with mediating effect of Knowledge hiding in academic settings, this study looked into the causes and motives behind knowledge hiding. Further testing was conducted using a quantitative research design. Three hundred questionnaires were dispersed among employees of three universities of major cities of Multan and DG Khan who served as project members and involved in any educational or other projects of concerned university. 183 questionnaires have been successfully gathered. Smart PLS 4 has been utilized for data analysis. According to the findings, the construct of "interpersonal relationships" has no significant impact on the knowledge hiding behavior and the performance of the project team is negatively impacted by knowledge hiding.