The Mediating Role of Knowledge Hiding in the Relationship Between Organizational Cynicism and Job Performance
Keywords:
Organizational pessimism, knowledge hiding, job performance, structural equation modeling, resource conservation theoryAbstract
This study aimed to investigate the mediating role of knowledge hiding in the relationship between organizational cynicism and job performance among employees of small and medium-sized manufacturing enterprises. This applied descriptive-survey study was conducted among employees of small and medium-sized manufacturing companies in Fars Province, Iran. A total of 249 valid questionnaires were collected using convenience sampling. Data were gathered through standardized measures of organizational cynicism, knowledge hiding, and job performance. The validity and reliability of the instruments were confirmed, and the proposed model was tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). The structural model results revealed that organizational cynicism had a significant positive effect on knowledge hiding (β = 0.313, p = 0.019). Knowledge hiding, in turn, exerted a significant negative effect on job performance (β = -0.721, p < 0.001). Furthermore, the indirect effect of organizational cynicism on job performance through knowledge hiding was significant (β = -0.226, p = 0.036), confirming the mediating role of knowledge hiding. The findings indicated that organizational cynicism undermines employee performance primarily by increasing tendencies toward knowledge hiding behaviors. The findings suggest that organizational cynicism fosters defensive attitudes and reduces interpersonal trust, encouraging employees to conceal valuable knowledge. Such behaviors disrupt knowledge flows and ultimately diminish job performance. Managers should therefore focus on reducing organizational cynicism, enhancing transparency and fairness, and promoting a culture of knowledge sharing to improve employee effectiveness and organizational outcomes.
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