Presenting a Knowledge Hoarding Model in Government Organizations Using the Grounded theory

Purpose: Knowledge hoarding, as a prevalent phenomenon in public organizations, acts as a barrier to improving organizational performance and productivity. This issue is influenced by various factors that necessitate identification and analysis. The present study aims to develop a model of knowledge hoarding in public organizations of Lorestan Province
Method: This study is applied in terms of its objective, descriptive-survey in terms of data collection method, and qualitative in nature, employing a grounded theory approach. The research population consisted of university professors and human resource and administrative managers of public organizations, selected through theoretical sampling. Accordingly, based on the principle of theoretical saturation, data saturation was achieved through 12 interviews, and the required data were collected using semi-structured interviews. Data analysis was conducted through three stages of open, axial, and selective coding within the framework of a structured grounded theory methodology.
Findings: Findings: The research findings revealed that 175 open codes were identified, which were integrated into 100 axial codes and 29 selective codes, categorized into six main dimensions: causal conditions (lack of organizational trust, knowledge ownership feelings, lack of awareness regarding the importance of knowledge sharing, job insecurity, ineffective organizational culture, and lack of recognition of knowledge value within the organization), the central phenomenon (fear of losing organizational position and unhealthy competition), contextual conditions (resource constraints, lack of training and development programs, stressful work environment, lack of role and responsibility clarity, and absence of proper social relationships), intervening conditions (ineffective reward systems, contradictory organizational policies, inappropriate managerial interventions, legal and regulatory constraints, and inability to balance work and life), strategies (individual knowledge concealment, selective knowledge sharing, ignoring knowledge-sharing requests, delaying knowledge sharing, creating knowledge monopolies, and falsifying or distorting knowledge), and consequences (reduced organizational productivity, decreased creativity and innovation, diminished teamwork and interactions, inability to respond to challenges and crises, slowed decision-making processes, and reduced quality of services and products).
Conclusion: Based on the findings of this study, knowledge hoarding in public organizations is identified as a multifaceted and complex challenge deeply rooted in inefficient structures, weak organizational culture, and individual behaviors. This phenomenon originates from conditions such as lack of organizational trust and job insecurity, and it is exacerbated by factors including inconsistent policies, ineffective reward systems, and unfavorable work environments. In such a context, employees, instead of engaging in knowledge-sharing processes, resort to behaviors such as concealment, knowledge distortion, or monopolization to safeguard their position and power. This vicious cycle ultimately leads to knowledge isolation within the organization and a significant decline in organizational performance, manifested through reduced productivity, slowed decision-making processes, diminished creativity and innovation, and compromised quality of services and products.