Abstract

Hiding employee knowledge is a core challenge that costs organisations a lot of money, even though knowledge plays a crucial role in achieving a competitive advantage in a highly competitive environment. Therefore, this paper empirically investigates the relationship between perceived organisational injustice (i.e. distributive, procedural, and interactional) and knowledge-hiding and the moderating role of professional commitment on this relationship. A total of 242 employees in the banking sector in Jordan responded to an online survey. The hypothesised relationships were tested using a structural equation modelling approach. This study adds to the body of knowledge by theoretically proposing and empirically demonstrating the moderating influence of professional commitment on the relationship between perceived organizational injustice and knowledge-hiding in a developing country context. The study reveals that employees hide their knowledge if they perceive their workplace as unjust regarding outcomes distribution, procedures, and interactions. However, professional commitment attunes the effect of perceived procedural injustice and interactional injustice on knowledge-hiding but does not in the case of distributive injustice.

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