The Chain Reaction from Workplace Ostracism to Knowledge hiding: Testing a Sequential Mediation Model in Pakistan’s BPO Sector

Abstract

This research, grounded in the Social Exchange Theory, aims to investigate the intricate dynamics between workplace ostracism and knowledge hiding, employing a sequential mediation model involving psychological safety and employee silence. The study, conducted through questionnaire-based data collection from 308 employees across three call centers in Islamabad over three waves, unveils significant insights. The results indicate that workplace ostracism does not influence knowledge hiding directly, but effects indirectly through the sequential mediation of psychological safety and employee silence. This nuanced exploration sheds light on the mechanisms through which interpersonal dynamics and knowledge-sharing behaviors intersect within organizational contexts. The implications of this study extend beyond theoretical contributions, offering practical insights for BPO managements to foster inclusive and transparent workplace cultures, ultimately mitigating knowledge hiding tendencies among employees.