A review of the relationship between psychological ownership of knowledge, hiding of knowledge with the mediating role of trust and moral leadership on this relationship

Knowledge management in organizations changes knowledge assets to opportunities for sustainable competitive advantages. So that intangible resources, as vital assets of the organization, will lead to sustainable competitive advantage and long-term endowment of organizations. Connolly and colleagues noted that employees decide not to allow others access to existing knowledge. This behavior of employees is known as knowledge concealment. Hiding knowledge refers to a person's deliberate attempt to prevent or hide the requested knowledge of colleagues or other members of the organization. If people have the ability to learn the creative use of knowledge in organizations, they will achieve a new model of thinking that can redefine the affairs and the way they are done, but hiding knowledge can jeopardize the success and survival of the organization. Many factors are effective in hiding knowledge. The aim of this study was to identify the key factors of knowledge clothering by carefully reviewing the theoretical foundations and research background and focusing on the relationship between psychological ownership of knowledge, trust and ethical leadership. For this purpose, after library studies and reviewing books and articles related to categorizing the factors of knowledge clondering and presenting a conceptual model has been discussed.