Examining the effect of knowledge hiding towards individual task performance: the moderating role of transformational leadership

Abstract

PurposeThis study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership.Design/methodology/approachThis study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing.FindingsThe findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance.Research limitations/implicationsThis study only focused on the context of a specific industry or country, which limited the generalizability of the findings.Practical implicationsThis study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations.Originality/valueThis study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.