Investigahing the effect of workplace ostracism on hiding knowledge the mediating rol of defnsive silence and moderating role of experiential avoidan

Document Type : Original Article

Authors

1 professor, Department Management, Lorestan University, Khorramabad, Iran.

2 Assistant Professor, Department of Management, Faculty of Management and Economics, Lorestan University, Khorramabad, Iran

3 PHD student of management, Lorestan University, Khorramabad, Iran.

Abstract

Objective: Despite the numerous advantages of knowledge capital, maximizing its utilization remains a significant organizational challenge. One major barrier is knowledge hiding, a phenomenon contrary to knowledge sharing that undermines interpersonal relationships, creativity, and innovation, ultimately hindering individual performance and organizational success. This study investigates the effect of workplace ostracism on knowledge hiding, examining the mediating role of defensive silence and the moderating role of experiential avoidance among employees at Lorestan University, Iran.
Methodology: This research is applied in purpose and employs a descriptive survey method, adopting a quantitative strategy and a deductive research approach. The statistical population consisted of 360 employees from Lorestan University. Since the population size was finite, Morgan's table was used to determine the sample size, which was estimated at 186 participants with a 95% confidence level, selected through stratified sampling. Data were collected using a questionnaire comprising two sections: demographic information and the main research constructs. These constructs were measured using the Workplace Ostracism Questionnaire (Ferris et al., 2008; 10 items), Knowledge Hiding Scale (Connelly et al., 2012; 12 items), Defensive Silence Scale (Daei et al., 2008; 5 items), and Experiential Avoidance Scale (Khalid et al., 2020; 15 items). All items were measured on a five-point Likert scale. SPSS 19 and SmartPLS were used for hypothesis testing. Content validity and convergent validity were applied to ensure the validity of the measurement instruments.
Findings: Five hypotheses were proposed and tested, all of which were supported. First, workplace ostracism had a significant positive effect on knowledge hiding. Second, workplace ostracism had a significant positive effect on defensive silence. Third, defensive silence had a significant positive effect on knowledge hiding. Fourth, workplace ostracism positively influenced knowledge hiding through the mediating effect of defensive silence. Fifth, experiential avoidance moderated the relationship between workplace ostracism and defensive silence.
Conclusion: The findings indicate that workplace ostracism—defined as the deliberate exclusion of individuals from activities involving other organizational members—reduces workplace cooperation and limits opportunities for social interaction. Ostracized employees, who experience neglect, rejection, and social exclusion, tend to engage in behaviors such as silence, withdrawal from communication, and even threats of resignation or isolation. Experiencing workplace ostracism is psychologically painful, as employees fear their ideas and opinions will not be valued, causing stress and hopelessness, which leads to knowledge hiding as a self-protective mechanism. This study highlights the need for organizational strategies to reduce ostracism and promote knowledge sharing among employees. By addressing workplace ostracism, universities such as Lorestan University can foster a more collaborative and innovative organizational climate.

Keywords

Main Subjects

References

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Sciences and Techniques of Information Management
Volume 11, Issue 2
July 2025
Pages 227-254

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