Trade-off between knowledge-dynamic mechanisms in linking perceived injustice with organizational performance: moderation function of job experience

Purpose This paper, underpinned by knowledge dynamics theory (KDT), seeks to investigate the pivotal role of knowledge translation mechanisms such as knowledge hiding (KH) and knowledge sharing (KS) in the nexus between perceived organizational injustice (POI) and organizational performance (OP). Furthermore, we examined the moderating effect of job experiences on the nexuses between KH-OP and KS-OP. Design/methodology/approach Data were collected from 289 hospital professionals at 23 private hospitals in Pakistan using a time-lagged approach. PLS-SEM was run to test hypotheses. Findings KH and KS significantly established the POI-OP linkage, while employee job experience improved the KH-OP and KS-OP relationships. Practical implications Findings suggest that policymakers should develop policies for private hospital employees to reduce perceived injustice by emphasizing equal treatment and transparency in hospitals. Well-formulated policies help reduce perceived injustice, likely encouraging knowledge translation among hospital employees, resulting in increased OP. Originality/value Drawing on KDT, this paper provides a novel approach for testing knowledge translation mechanisms between POI and OP relationships through pivotal roles of KH and KS and job experiences.