The Mediating Role of Tacit Knowledge in the Impact of Perceived Organizational Policies and Professional Commitment on Employee Creativity

Document Type : Research Paper

Author

Assistant Professor, Department of Educational Sciences, Payame Noor University, Tehran, Iran.

10.22111/jmr.2026.53359.6442

Abstract

Abstract
Organizations are political entities, and employees' perception of their policies plays a fundamental role in shaping their behavior and improving the organization's performance. If managers ignore this issue, we may witness the concealment of employee knowledge and ultimately a decrease in creativity, professional commitment, and organizational performance. Therefore, the purpose of the research was to investigate the mediating role of tacit knowledge in the impact of perceived organizational policies and professional commitment on the creativity of employees of the Ministry of Cooperatives, Labor and Social Welfare. The present study is quantitative in approach, applied in purpose, and descriptive-correlational in method. The statistical population included employees of the Ministry of Cooperatives, Labor and Social Welfare (150 people), with a sample size of 108 people using the Cochran formula. The research tools were questionnaires on organizational policy perception, knowledge hiding, employee creativity, and professional commitment. The validity of the tools was confirmed by the CVR and CVI indices (above 0.6) and their reliability was confirmed by using Cronbach's alpha coefficient (above 0.7). These results showed that t-value obtained for the effect of professional commitment on employees' tacit knowledge (3.322) and perceived organizational policies on employees' creativity (11.153) was negative and marginal. Professional commitment has a moderating role in the impact of perceived organizational policies on employee creativity (2.242). Perceived organizational policies have a positive effect on employees' tacit knowledge (4.340) and tacit knowledge has a positive effect on their creativity (2.097). The results of this study can be explained as follows: By emphasizing transparency and involving employees in decisions, managers of the Ministry of Cooperatives, Labor and Social Welfare in a way can create conditions in which organizational policies are understood by employees and encourage employees to share their knowledge, thereby increasing their creativity and professional commitment.
 
Introduction
The success of any organization depends on various factors, one of the most important pillars of the success of any organization is the creativity of employees. Among these, factors such as organizational policies and professional commitment are among the things that affect various aspects of employees' work. On the other hand, in current organizations, performing tasks and duties is more based on knowledge and in fact its application and sharing among employees, so that employees can improve the organization's performance by improving their knowledge and ability to create new ideas. Meanwhile, organizational policies can create opportunities for various behaviors in employees, such as creativity, commitment, and knowledge sharing.
Case study
Case study: Ministry of Cooperatives, Labor and Social Welfare
Materials and Methods
The present study is quantitative in approach, applied in purpose, and descriptive-correlational in method. The statistical population included employees of the Ministry of Cooperatives, Labor and Social Welfare (150 people), with a sample size of 108 people using the Cochran formula. The research tools were questionnaires on organizational policy perception, knowledge hiding, employee creativity, and professional commitment. The validity of the tools was confirmed by the CVR and CVI indices (above 0.6) and their reliability was confirmed by using Cronbach's alpha coefficient (above 0.7).
Discussion and Results
The t-value obtained for the effect of professional commitment on employees' tacit knowledge (3.322) and perceived organizational policies on employees' creativity (11.153) was negative and marginal. Professional commitment has a moderating role in the impact of perceived organizational policies on employee creativity (2.242). Perceived organizational policies have a positive effect on employees' tacit knowledge (4.340) and tacit knowledge has a positive effect on their creativity (2.097).
Conclusion
Perceived organizational policies positively predict and influence students' concealment and, in turn, creativity negatively. In a political work environment, the knowledge concealer prefers to take actions that have a high probability of success and avoids creativity due to its risky nature. Therefore, the need to pay special attention to employee participation, facilitate constructive communication between employees, develop reward and compensation systems appropriate to idea generation, and provide employees with their opinions on organizational policies can improve employees' perception of these policies, provide the basis for reducing the negative phenomenon of knowledge hiding, and lead to greater creativity among employees. Involving and creating the ground for direct and explicit participation of employees in explaining organizational policies, while increasing organizational commitment, leads to a better understanding of the policies that employees themselves have a role in explaining, and therefore provides the ground for reducing knowledge hiding. Also, eliminating discrimination and inappropriate relationships between individuals in the workplace by treating all employees based on a similar policy in various cases such as job promotions, providing rewards, and even punishments, so that, while increasing organizational commitment, understanding of policies is improved and knowledge concealment is reduced. As a result, individuals with professional commitment are less likely to engage in knowledge concealment behaviors, even when working in a political work environment. As a result, individuals with professional commitment are less likely to engage in knowledge concealment behaviors, even while working in a political work environment. The results of this study can be explained as follows: By emphasizing transparency and involving employees in decisions, managers can create conditions in which organizational policies are understood by employees and encourage employees to share their knowledge, thereby increasing their creativity and professional commitment. Therefore, it is essential that organizational policies be explained by the managers of the Ministry of Cooperatives, Labor and Social Welfare in a way that, while creating a positive perception among employees, increases their professional commitment, which in turn reduces knowledge hiding and increases their creativity.

Keywords

References

 
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Public Management Researches
Volume 19, Issue 73 - Serial Number 73
September 2026
Pages 155-182

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