Organizational Secrecy and Digital Innovation: Moderating Role of Knowledge Sharing and Knowledge Hiding

Abstract

This quantitative study explores the moderating influence of organizational secrecy and digital innovation on knowledge sharing and knowledge hiding within IT departments of French SMEs, employing the Social Exchange Theory as a theoretical framework. A sample comprising 300 employees from IT departments in French SMEs was gathered for a longitudinal research design, with data collection facilitated through snowball sampling. Smart PLS was employed to analyze survey data at two distinct time intervals. In Time 1, demographic information and organizational secrecy were assessed, while Time 2 focused on measuring knowledge hiding, knowledge sharing, and digital innovation one month later. The results reveal organizational secrecy's significant impact on knowledge sharing and knowledge hiding. The Social Exchange Theory plays a moderating role in the relationship between organizational secrecy and knowledge hiding, as well as in the relationship between digital innovation and knowledge sharing. This study sheds light on how organizational culture and innovation can influence knowledge sharing and knowledge hiding among employees in IT departments of French SMEs, offering practical insights for managers aiming to cultivate a culture of knowledge sharing and collaboration. Future research can delve into identifying the most effective digital tools and platforms for facilitating knowledge sharing and collaboration within IT departments of French SMEs.