The connection between individual process orientation and knowledge hiding represents a complex dynamic within organizations. People with a pronounced process orientation often strive for structure, order and precision in the performance of their work tasks. They appreciate clearly defined processes and procedures that enable them to carry out their work efficiently. However, the phenomenon of knowledge hiding, which involves keeping key information or skills to oneself, can occur for a variety of reasons. Some process-oriented employees may withhold knowledge to preserve their status within the organization or to protect themselves from potential competition within the team. Feeling in control of information can give them a sense of power or security. Others may withhold knowledge due to a lack of trust in colleagues or superiors. The aim of the research was to investigate the connection between individual process orientation and knowledge hiding among employees. For this purpose, a quantitative research was conducted on a sample of 84 respondents from different organizations. The obtained results were analyzed with the help of the statistical package SPSS Statistics, performing descriptive, correlation and regression analysis. Through empirical research, the impact of three different knowledge hiding strategies (evasive knowledge hiding, lack of sharing knowledge and rationalized hiding) on individual process orientation, i.e. on process-oriented thinking and behavior, was investigated. The results indicate a statistically significant impact of rationalizing knowledge hiding on process-oriented behavior. These results contribute to the understanding of the connection between knowledge hiding and individual process orientation on business processes as well.