Identifying the Consequences of Human Resources Knowledge Hiding with a Mixed Approach

This research aims to identify the consequences of knowledge hiding and develop a structural model and the causal relationships between them using a mixed method. Research methodology is pragmatic paradigm in terms of research philosophy with integrated approach, the first phase is qualitative and the second phase is quantitative, it is also survey in terms of research strategy. The statistical population of the qualitative section includes 34 articles out of 45 related to the period 2000 to 2023 and related to the consequences of knowledge hiding. In the quantitative part of the research, the statistical population included 10 experts in the field of knowledge management. In the first phase, data was obtained from the content analysis of articles related to knowledge hiding, in which 16 consequences of knowledge hiding were identified. In the second step, fuzzy Delphi was adopted in order to select the most important ones and finally 8 factors were identified. In the next step, the structural model of these factors was developed using the interpretive structural modeling method. By using Micmac analysis, the factors were classified based on driving and dependence power. At the end, the fuzzy DEMATEL method was adopted in order to analyze the causal relationships between the factors. The results showed that lack of empowerment is the most important consequence of knowledge hiding, and lack of creativity and innovation, low quality of decision-making, lack of organizational commitment, job dissatisfaction, lack of organizational development, poor performance and turnover intentions are other consequences of knowledge hiding.