Organizational justice and knowledge hiding, moderating role of self-monitoring in the banking sector of Pakistan

Abstract

The study validated the association of organizational justice, and knowledge hiding with moderating role of self-monitoring in the cross-cultural environment. The empirical validity was searched and tested from the banking sector of Pakistan by collecting data through research questionnaires which evaluated that organizational justice; knowledge hiding, and self-monitoring are associated with one another. Non-probability sampling technique was used due to limitations in the generalizability of the hypothesis. The research questionnaires were distributed to 150 banking sector employees, while 124 employees responded. Results showed that organizational justice influences the knowledge hiding behavior in the organizations and self-monitoring moderates this relationship. It proved that in the absence of self-monitoring, organizational justice decreases the level of knowledge hiding and when employees self-monitor their behavior, the effectiveness of organizational justice reduces.

Does organizational justice facet matters in knowledge hiding?

“…H1c findings highlighted that interpersonal or interactional justice also discourages the behavior of knowledge hiding among employees. Present study findings were also consistent with the findings of [ 121 ] because organizational justice negatively affect the behavior of knowledge hiding. H2 was supported because knowledge hiding also negatively affects well-being (coefficient = −0.388, t = 4.162).…”