Knowledge Hiding, Creative Procedure Engagement, and Trait Competitiveness: A Pathway to Employee Entrepreneurial Mindset

Abstract

This study examines the relationship between knowledge hiding and employee entrepreneurial mindset among faculty members in private-sector universities of Lahore, Pakistan. It further explores the mediating role of creative procedure engagement in this relationship and investigates how trait competitiveness moderates the link between creative procedure engagement and employee entrepreneurial mindset. Data were collected through a quantitative approach using a cross-sectional survey of 382 permanent staff members. The analysis, conducted using Smart PLS 4 and PLS-SEM, reveals that knowledge hiding significantly impacts employee entrepreneurial mindset. Additionally, creative procedure engagement mediates this relationship, highlighting its pivotal role in fostering creativity despite knowledge hiding behaviors. The study also emphasizes the moderating role of trait competitiveness in amplifying the positive effects of creative procedure engagement on employee entrepreneurial mindset. While the research is limited to private-sector universities, it provides valuable insights for future studies to incorporate public-sector institutions and explore additional mediators, such as innovative work behavior, emotional exhaustion, and distrust. By utilizing conservation of resources (COR) theory, this study makes a unique contribution to the literature. It provides practical implications for university administrators and policymakers to enhance employee entrepreneurial mindset by promoting creative procedure engagement. The findings underline the importance of fostering an environment that mitigates knowledge hiding while leveraging creative processes to improve overall organizational creativity.