The role of organisational compassion in knowledge hiding and thriving at work

ABSTRACT Using frequentist and Bayesian approaches in structural equation modelling, this paper investigated the effects of multifaceted knowledge hiding such as playing dumb, rationalised and evasive, and organisational compassion on thriving at work. The sample consists of 243 respondents collected from employees working in multinational companies in two waves. The results show that both approaches have consistent findings. Specifically, playing dumb and rationalised hiding was negatively associated with organisational compassion except evasive hiding. Furthermore, playing dumb was found to be fully mediated. In contrast, rationalised hiding was partially mediated by the organisational compassion on thriving at work reported using a frequentist approach. The Bayesian approach confirms these two facets as complete mediation. The findings have theoretical implications for the association between multifaceted knowledge hiding and organisational compassion, practical implications for understanding and fostering employee thriving at work, and the methodological implication for using both approaches to confirm the study.