Knowledge Hiding and Occupational Stress: A Systematic Review and Sectoral Analysis

Citation

Authors

• Harmandeep Kaur

  Business and Management, Yorkville University, Concord, Canada

  harmandeepkaur.257@yorkvilleu.ca

  ORCID: 0009-0004-3876-2104

  Irfan ul Haq

  Business and Management, Yorkville University, Concord, Canada

  ihaq@yorkvilleu.ca

  ORCID: 0009-0004-8872-1001

• DOI https://doi.org/10.63329/av3nz1231

Abstract

Employee performance and organizational outcomes are influenced by critical factors such as knowledge hiding and occupational stress across various sectors. A systematic review is conducted, and findings from 130 studies are synthesized to explore the interplay between knowledge hiding, occupational stress, and their impact on employees. Key antecedents of knowledge hiding, such as ethical leadership, workplace incivility, and organizational politics, are identified, and the role of occupational stress in mediating or moderating these relationships is examined. It is revealed that stress levels are exacerbated by knowledge hiding, resulting in reduced job satisfaction, organizational commitment, and performance. The negative effects are mitigated by ethical leadership and supportive work environments. Differences across sectors are highlighted, with knowledge hiding and stress being found to be more prevalent in high-pressure industries like IT, restaurant, and healthcare. A comprehensive framework for understanding these phenomena is provided, and practical recommendations are offered to organizations for fostering knowledge sharing and reducing stress.

Keywords: Knowledge hiding, occupational stress, consequences, sectoral analysis, systematic review

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