Teaching the machine, replacing the human: conceptualizing knowledge hiding behavior in the digital workplace

Purpose Based on the theory of psychological contract and protection motivation, this paper presents a conceptual framework of the artificial intelligence (AI) integration at the organizational level, leading to knowledge-hiding behavior among employees. Design/methodology/approach The paper reviews the existing literature to develop propositions and a conceptual model. Findings An unclear AI integration strategy in an organization may drive knowledge-hiding behavior, mediated by perceived psychological contract violation and perceived job threat. The relationship of perceived psychological contract violation and perceived job threat with knowledge-hiding behavior is moderated by employee resilience. Research limitations/implications The paper presents an understanding of the phenomenon where AI integration in an organization may drive the perception of psychological contract violation and perception of job threat, leading to knowledge-hiding behavior. This approach underlines the utility of the psychological contract theory and protection motivation theory towards knowledge-hiding behavior. Practical implications The knowledge-hiding behavior can be mitigated through a transparent and inclusive AI implementation strategy. Training programs can be held to upskill the workforce so that they can perceive AI as a collaborator, rather than a competitor. Originality/value This paper is the first of its kind to utilize the theory of psychological contract and the theory of protection motivation to explore the utility of knowledge-hiding behavior as a coping mechanism in response to job threats arising due to AI integration.