Keywords

Knowledge hiding, knowledge management, tenure, organizational tenure, social exchange theory

Abstract

This study examined the relationship between organizational tenure and knowledge hiding behaviors within the U.S. public sector, with a focus on how perceptions of knowledge management systems (KMS) and the relational role of the requestor shape these dynamics. Knowledge hiding, defined as the intentional concealment of knowledge when requested by others, represents a critical barrier to organizational effectiveness, particularly in government settings where collaboration and information exchange are essential. Guided by social exchange theory, the study investigated how employees weigh perceived costs and benefits when engaging in knowledge hiding behavior. A mixed-methods design was employed, integrating quantitative survey data from 592 public sector employees across federal, state, and local levels with semi-structured interviews to provide contextual depth. Four sequential regression models revealed mixed findings in the association of tenure and knowledge hiding. While a universal pattern was not revealed, interesting results were found within the sample population. Perceptions of KMS moderated these associations, reducing evasive knowledge hiding behaviors when systems were viewed as beneficial but reinforcing rationalized knowledge withholding when systems were perceived as fragile or inconvenient. Requestor relationships further shaped outcomes with differentiations in knowledge hiding shown in supervisory, subordinate, and peer levels. Local government employees displayed the strongest relational effects, particularly in supervisory and peer exchanges. The findings suggest that knowledge hiding in the public sector is best understood as a socially constructed and context-dependent behavior. Practically, leaders should leverage experienced employees in mentoring roles, strengthen supportive supervisory practices, and ensure that KMS platforms are user-centered and valued. Theoretically, this study advances knowledge hiding research by positioning tenure as a central factor rather than a control, showing how experience interacts with systems and relationships to shape knowledge behaviors.

Completion Date

2025

Semester

Fall

Committee Chair

Goodman, Doug

Degree

Doctor of Philosophy (Ph.D.)

College

College of Community Innovation and Education

Department

Department of Public Administration

Identifier

DP0029805

Document Type

Thesis

Campus Location

UCF Downtown

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