• ISSN(P) : 2708-2474
  • ISSN(E) : 2708-2482
  • ISSN(L) : 2708-2474

Article

 

Impact of Knowledge Hiding on Project Success: The Moderating Role of Task Interdependence

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Abstract

For maintaining a competitive mindset in a company there are different kinds of tactics used for knowledge sharing in an organization but there is a new concept known as knowledge hiding and we would be discussing how knowledge hiding could be beneficial for an organization. For better understanding and results this study is also supported by questionnaire data. The sample size comprised 123 respondents. The results indicate that knowledge hiding is negatively linked with project success and results further confirm the moderating role of task interdependence between knowledge hiding and project success.

Authors

1-Wajiha Batool
Scholar, Department of Management Sciences, Balochistan University of Information Technology, Engineering and Management Sciences (BUITEMS), Quetta, Balochistan, Pakistan.

2-Ali Sheraz Bugti
Scholar, Department of Management Sciences, Balochistan University of Information Technology, Engineering and Management Sciences (BUITEMS), Quetta, Balochistan, Pakistan.

3-Muhammad Asad
Lecturer of Management Sciences, Balochistan University of Information Technology, Engineering and Management Sciences (BUITEMS), Quetta, Balochistan, Pakistan.

Keywords

Knowledge hiding, Project Success, Task Interdependence

DOI Number

10.31703/gmsr.2021(VI-III).05

DOI Link

http://dx.doi.org/10.31703/gmsr.2021(VI-III).05

Page Nos

71 – 82

Volume & Issue

VI - III


Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

Published: Sep 2021

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