Dark triad and knowledge hiding in firms: Mediating role of perceived organizational politics

Abstract

Negative behaviors at the workplace always disturb the management of the firms. This research investigates the link between the dark triad and various types of Knowledge hiding (Evasive hiding, Playing dumb, and Rationalized hiding) in firms. In addition, this study explores perceived organizational politics as a mediator. The design of this study is quantitative and positivist. The data were collected in three waves (45 days gap) with a random sampling approach from 383 personnel/staff working in Chinese commercial banking firms. The data were analyzed using the partial least squares structural equation modeling (PLS-SEM) technique and Smartpls-4 software. This study confirms that dark-triad has a positive relation with knowledge hiding, except psychopathy and Machiavellianism, which have no significant correlation with playing dumb and evasive hiding, respectively. Perceived organizational politics significantly mediate the association between dark triad personality traits and the types of knowledge hiding. Employees with political skills and a trust-based culture can counter the dark-triad personalities and discourage the knowledge-hiding culture. For effective management of knowledge-hiding issues in firms, codifying implicit and explicit Knowledge and developing knowledge repositories can discourage a knowledge-hiding culture.

Keywords

• Political skills
• Knowledge hiding
• Dark-triad
• Bank staff
• Social exchange theory