Explaining the phenomenon of knowledge sabotage; identifying causes and consequences with a mixed approach (Case study: Knowledge-based companies in Lorestan province)

Abstract

Purpose: In knowledge-based organizations, the quality of knowledge interactions plays a crucial role in achieving strategic goals. Destructive behaviors in transferring or managing knowledge can pose significant barriers to innovation, organizational learning, and productivity. The present study aims to elucidate the causes and consequences of the phenomenon of knowledge sabotage in knowledge-based companies, focusing on the case study of Lorestan Province.

Methodology: This research employs a mixed-methods approach based on qualitative and quantitative studies. It is applied in purpose and descriptive-exploratory in data collection, following a deductive-inductive research philosophy. The statistical population consists of senior and middle managers of knowledge-based companies in Lorestan Province. A sample of 20 participants was selected using purposeful sampling based on the theoretical saturation principle. The same sample of 20 participants was utilized for both qualitative and quantitative sections. Given that the fuzzy cognitive map questionnaire is based on pairwise comparisons, it was necessary to distribute it among experts who have the full capability to respond. Therefore, the same sampling method was applied in the quantitative section as in the qualitative one. The data collection tools included semi-structured interviews for the qualitative section and a questionnaire for the quantitative section. The qualitative data were analyzed using content analysis with coding in MAXQDA software, while the quantitative data were analyzed using the fuzzy cognitive mapping method. To assess the validity and reliability of the tools used for data collection in the qualitative section, content validity and theoretical validity were employed, along with inter-coder and intra-coder reliability. In the qualitative section, content validity was confirmed with a coefficient of 0.73, and theoretical validity was established. Reliability was evaluated using Cohen's Kappa test with a coefficient of 0.84, as well as inter-coder and intra-coder assessments. In the quantitative section, the validity and reliability of the questionnaire were confirmed using content validity and retest reliability.

Findings: The research findings indicate that among the reasons for knowledge sabotage, interpersonal conflict is identified as the most significant factor with influential abilities (11.71), impact (13.41), and a central index (25.12). Furthermore, regarding the consequences of knowledge sabotage, distrust within teams emerged as the primary consequence, with influential abilities (11.69), impact (13.47), and a central index (25.16). The results suggest that the factors contributing to knowledge sabotage, in order of effect, include interpersonal conflict, dark personality traits, perceived organizational injustice, work pressures, organizational stress, an untrustworthy organizational climate, competition over organizational resources, absence of appropriate incentives, individualistic and hostile organizational culture, lack of clarity in roles and responsibilities, and prior victimization experience. Additionally, the consequences of knowledge sabotage include team distrust, reduced productivity, unjust dismissals, redundancy, damage to organizational credibility, financial costs, professional humiliation, behavioral imitation, psychological stress, and deterioration of human capital. The results indicated that knowledge sabotage is not only rooted in individual and psychological factors but is also significantly influenced by organizational structures and culture.



Limitations and Implications: This study faced various challenges. Particularly, the lack of similar domestic research signifies a shortage of empirical data on knowledge sabotage. Furthermore, minimal theorization in this field presented difficulties in justifying the findings. Accessing knowledgeable and expert managers, especially in various job conditions, posed serious challenges to data collection. Additionally, the emphasis on short-term consequences deprived the research of a comprehensive understanding of long-term effects, and the risk of interviewee self-censorship affected the credibility of the information. The implications of this research extend beyond operational losses; team distrust, humiliation, and deterioration of human capital suggest that this phenomenon can lead to the gradual destruction of organizational ethical and psychological foundations. Therefore, addressing knowledge sabotage requires a comprehensive approach that focuses on both restructuring organizational frameworks and empowering employees psychologically and ethically.

Practical Implications: The findings of this study indicate that knowledge-based organizations should actively manage knowledge sabotage. It is recommended that managers create environments of trust and effective communication, providing a safe space for expressing opinions and problems. This study emphasizes the necessity of designing effective interventions at both the individual and organizational levels to prevent the negative consequences of knowledge sabotage. Thus, investing in the training and development of communication skills for managers and employees may enhance the organizational climate and reduce sabotage incidents.

Value of the Article: This research is a revolutionary step in understanding knowledge sabotage in knowledge-based organizations in Iran. Using an innovative approach, this study identifies various dimensions of sabotage and analyzes the relationships of psychological and organizational factors by providing a fuzzy model. This research can contribute to the development of effective management patterns and the creation of a learning culture in organizations. The results of this study can serve as a basis for future research and the establishment of sustainable strategies for knowledge management in dynamic organizational environments, ultimately leading to improved performance.

Type of Article: Research article