Sensemaking at work: How rationalized knowledge hiding and communication patterns affect decision quality

Area of Science:

• Organizational Behavior
• Information Technology Management
• Decision Science

Background:

• Knowledge hiding is a prevalent issue in organizations.
• Effective communication is crucial for quality decision-making.
• Sensemaking theory provides a framework for understanding how individuals interpret information and make decisions.

Purpose of the Study:

• To examine the relationships between rationalized knowledge hiding, communication patterns, and decision-making quality.
• To investigate the mediating role of sensemaking processes in these relationships.
• To provide a deeper insight into managers' decisions and map the temporal nature of these relationships.

Main Methods:

• A three-time lag approach with a 45-day gap was employed.
• Data were collected from 348 managers, supervisors, and leaders in information technology firms.
• Partial least squares structural equation modeling (PLS-SEM) and SmartPLS 4 were used for data analysis.

Main Results:

• Rationalized knowledge hiding and communication patterns significantly impact decision-making quality.
• Sensemaking processes were found to partially/complementary mediate the relationships between knowledge hiding, communication patterns, and decision-making quality.
• The study model incorporating sensemaking processes offered deeper insights into managerial decision-making.

Conclusions:

• Sensemaking processes play a crucial role in mediating the effects of knowledge hiding and communication on decision-making quality.
• Understanding sensemaking is vital for improving decision-making in IT organizations.
• The findings offer new theoretical perspectives and practical implications for management and organizational behavior.