The current study identified the factors affecting the knowledge hiding behavior and proposed a systematic model of the causal relationships among them. Analyzing the causal effects of these factors on one another helped formulate several scenarios for managing knowledge hiding behavior in Iranian public universities using the fuzzy cognitive mapping (FCM) approach.

This applied and explanatory study utilized a mixed-methods approach (qualitative-quantitative). Interviews were conducted until theoretical saturation was achieved to identify influencing factors, and purposive sampling was employed.

Effectiveness of human resources management measures and knowledge management system, collaborative innovation culture and organizational justice are the most important factors in the FCM mapping model. These factors were used to formulate scenarios for managing knowledge hiding behavior. The scenario formulation showed that a combination of the aforementioned factors can play an important role in managing the factors that create and reduce the knowledge hiding behavior, such as workplace bullying, political decisions, organizational pessimism and ostracism, professional commitment, ethical leadership, organizational structure and emotional intelligence.

The study introduces a systemic perspective to behavioral research using FCM, emphasizing causal feedback loops among variables. This innovation provides a multi-level understanding of how individual-level factors influence broader organizational outcomes, addressing gaps in prior research.