Interfering Factors on The Behavior of Knowledge Hiding (KH) on Project team Performance (PTP) in the Context of it Projects in Pakistan

Farah Naz; Sohail Aslam; Hera Anam

doi:10.22547/7dxnze96

Authors

Farah Naz PhD Scholar, Institute of Business Management & Administrative Sciences (IBMAS), the Islamia University of Bahawalpur, Pakistan. Author https://orcid.org/0000-0002-2920-6681
Sohail Aslam Assistant Professor, Department of Project and Operation Management, Institute of Business Management & Administrative Sciences (IBMAS), the Islamia University of Bahawalpur, Pakistan. Author https://orcid.org/0009-0002-4797-2512
Hera Anam PhD Scholar, Institute of Business Management & Administrative Sciences (IBMAS), the Islamia University of Bahawalpur, Pakistan. Author

DOI:

https://doi.org/10.22547/7dxnze96

Keywords:

Project complexity, , Knowledge hiding, Financial rewards, Nonfinancial rewards, Project team performance, Project management

Abstract

Purpose: Knowledge Hiding (KH) is an exclusive thought that is distinct of Knowledge Sharing, occurring habitually among project team’s members. Project Team Performance (PTP) has negatively affected by this activity. This study provides evidence that KH is directly affected by Project Complexity (PC), Financial Rewards (FR), and Non-Financial Rewards in the context of IT projects in Pakistan that has not be examined before in this context.

Design, methodology, and approach: Using a sample of n= 152 project members in project-oriented businesses that were specifically targeting registered software houses in Pakistan, this paper conducts quantitative research to investigate the hypotheses. The hypotheses were evaluated using PLS-SEM (partial least squares structural equation modeling), which analyzes the maximum variance among exogenous components. Data analysis for this purpose has been done using SmartPLS 4. Sampling technique utilized for this study is the Snowballing technique.

Findings: The findings showed that whereas non-financial rewards have an unfavorable impact on KH, financial rewards are also unfavorably linked to KH. KH was positively correlated with project complexity. The performance of the project team was inversely correlated with KH.

Originality/value: This is among the first empirical studies in Pakistan’s IT/software industry to examine the dual role of financial and non-financial rewards in shaping KH behaviors under varying project complexities.