Using data from a diverse sample (n=194, paired samples based on data from employeesand their supervisors) from various organizations across Pakistan, this study examined an emergent construct knowledge hiding (which we conceptualized as a silence behavior based on EVLNC, Exit, Voice, Loyalty, Neglect, Cynicism model) and its relation to innovative performance. Against knowledge hiding we also tested job insecurity and innovative performance. Data was analyzed using bootstrapping and regressions analysis. Results supported that knowledge hiding could be significantly predicted by employees reaction to job insecurity in organizations. Further our findings also indicated that when people feel insecure at their job they indulge in somewhat counterwork behaviors like hiding knowledge and which can negatively affect their innovative performance.
Key words: Knowledge hiding, Job Insecurity, innovative performance, silence behavior
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