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Introduction
Most commercial banks spend little time, attention, or money on internal development practices. Moreover, retaining productive and higher performing employees in commercial banks is not an easy task. For instance, lack of organizational support resulted in employee disengagement that costs $450–$550 billion in lost productivity (Karatepe & Aga, 2016). The service sector is one of the most important sectors of the Jordanian economy employing about 79% of the population. Within the service sector, the banking sector is the largest employer and has the largest capital in the Amman Stock Exchange. In 2018, Jordan’s gross domestic product amounted to around $42 billion. The banking sector is a saturated market with access to advanced information technology systems and is contributing more than 28% of the gross domestic product. The change in the global business environment has led banks to rationalize their products and services, and to consider knowledge management to improve their competitiveness. Jordanian banks are faced with fierce competition; thus, the obvious desire to survive and generate revenue exists. According to Peruta, Campanella, and Del Giudice (2014), lending and financial institutions are faced with constant challenges, such as a more efficient provision of services, and risk-taking involving more complex and intangible profiles.
Ultra-modern organizations choice of investments lies in intangible assets that are not easily discernable. These assets mostly rely on knowledge creation and acquisition and human resource management practices to create and maintain competitive advantage (AbdeAli & Moslemi, 2013). Knowledge is among the vital elements that can be utilized to create sustainable competitive advantage in an era characterized by less work role definitions and knowledge-dependent economy (Demerouti, Bakker, & Gevers, 2015). While knowledge gathering is valuable, it is fruitless without sharing (Abubakar, Elrehail, Alatailat & Elçi, 2017); thus, the potency of knowledge can only be exploited and maximized when shared for organizational use. Sharing knowledge with coworkers may sometimes leave subject the sharer to social dilemma or uncertainty (Connelly & Zweig, 2015). Although knowledge sharing is beneficial, employees are also aware of the detrimental potency of sharing, because sharing may threaten their position or relevance in the organization. As such, some employees prefer not to share their knowledge, resulting in knowledge hiding. Knowledge hiding behavior is a situation whereby employees purposefully conceal knowledge from...