Workplace Ostracism and Project Success: Exploring mediating Role of Knowledge Hiding and the Moderating Role of Neuroticism

Abstract

Knowledge is a vital asset for any organization, particularly knowledge-intensive firms. Research and Development (R&D) departments play a pivotal role in organizational success, relying on innovative practices and effective knowledge transfer. This study examines the impact of workplace ostracism on knowledge-hiding behavior among employees in Pakistan's Information Technology (IT) sector, emphasizing its implications for project success. Furthermore, it explores the moderating role of neuroticism in the relationship between workplace ostracism and knowledge hiding. Drawing on the Conservation of Resources (COR) theory, this quantitative study analyzed data from 300 technical staff, middle managers and senior managers in Pakistan’s IT sector. The results reveal that workplace ostracism significantly fosters knowledge-hiding behaviors, which undermine project success. Neuroticism was found to exacerbate this dynamic, as neurotic individuals are more prone to ostracism, leading to heightened knowledge-hiding tendencies and project failures. This study offers novel insights into how workplace ostracism drives knowledge-hiding behavior, ultimately impacting project outcomes in Pakistan’s IT sector. The investigation of neuroticism as a moderating factor enriches the understanding of these dynamics, shedding light on an overlooked area in existing literature.