When Competition Undermines Character: How Knowledge Hiding Reduces Conscientiousness at Work

What is it about?

This study explores how a competitive workplace climate—where employees feel constantly compared for recognition and rewards—affects their perceived conscientiousness. Based on Conservation of Resources theory, it argues that internal competition drains psychological energy, leading employees to conserve resources by hiding knowledge or withholding help from colleagues. Though self-protective in the short term, this behavior ultimately damages their reputation for diligence and reliability. Using multi-wave survey data from employees and supervisors in Indonesia, the study finds that employees who perceive intense internal competition are more likely to hide knowledge, leading supervisors to rate them as less conscientious. This mediating effect shows how resource-protective behavior can harm performance evaluations. Moreover, proactivity intensifies this pattern—proactive employees, under competition, engage more in knowledge hiding, worsening how managers view their conscientiousness. These findings highlight a paradox in organizational life—competition intended to drive excellence can instead trigger behaviors that harm collaboration and reputation. Managers can prevent this downward spiral by discouraging excessive internal rivalries, rewarding collective success, and fostering trust-based climates where information is freely shared. By framing competition as shared progress rather than personal threat, organizations can sustain both high performance and integrity in employee conduct.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This research is unique in revealing knowledge hiding as a subtle mechanism through which internal competition erodes conscientiousness—a key dimension of job performance. By integrating COR theory with personality research, the study advances understanding of how proactivity, usually celebrated as positive, can backfire in resource-depleting contexts. It underscores that conscientiousness is not only a stable trait but also a fragile social evaluation shaped by workplace dynamics and resource strain. The study is particularly timely as many organizations adopt competitive performance systems intended to boost productivity. Conducted in Indonesia, it captures how such systems can generate unintended costs in collectivist settings where harmony and cooperation are prized. The findings provide actionable insights for leaders: encourage collaboration, design fair recognition systems, and monitor the hidden social effects of competition. By doing so, organizations can maintain employee engagement, cooperation, and reputational integrity even in high-performance environments.