Political polarization at the workplace: implications for knowledge management behaviors and coping mechanisms

Purpose – This study aims to explore the growing influence of political polarization within organizational settings, with a focus on its impact on employee interpersonal relationships and knowledge management behavior and coping strategies. Although workplace polarization is becoming increasingly visible, scholarly work remains limited on how ideological divides affect workplace dynamics, including knowledge management behavior. Design/methodology/approach – Using a qualitative approach, this research draws on data collected through 16 semi-structured interviews with employees from diverse organizational backgrounds in Pakistan. The questions were organized into four meaningful sections to guide the data collection process. Open and axial coding were carried out using NVivo software. Thematic analysis was then applied to identify key patterns and ascertain the main findings. Findings – The findings indicate that political polarization leads to strained interpersonal relationships, reduced psychological safety, compromised well-being and negative knowledge management behaviors. Employees are often unwilling to share knowledge with colleagues with different political views. They may withhold valuable tacit knowledge and even avoid applying it if it could benefit others with opposing political ideologies. In such environments, Social Identity Theory (Tajfel and Turner, 1979) explains how perceived ideological differences create group boundaries, leading to knowledge hiding and emotional stress. Practical implications – A practical framework is presented to help organizations reduce the polarization feedback loop. This includes developing inclusive workplace policies, encouraging open dialogue and promoting a culture of psychological safety and collaboration. Originality/value – This paper fills a gap by qualitatively examining how political polarization shapes employee relationships and knowledge management, an underexplored but increasingly relevant issue. It offers a novel framework with actionable implications for managers and policymakers to build inclusive and resilient organizational cultures.