Determinants of top-down knowledge hiding in firms: an individual-level perspective

2019

Heliyon

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While knowledge hiding has been the subject of some research in the management discipline, extant literature is scant on the consequences of top-down knowledge hiding in firms. Therefore, the purpose of this paper is to explore the individual-level consequences of top-down knowledge hiding in firms. Based on an initial pilot study, the preliminary findings unveil three types of individual-level consequences of top-down knowledge such as loss of personal reputation of knowledge seeker, lack of creativity and lack of productivity. This paper discusses its initial contribution to knowledge hiding literature and concludes by discussing its limitations and scope for future research.

Section: Discussionmentioning

confidence: 99%

Consequences of top-down knowledge hiding in firms: A pilot study

2019

Heliyon

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“…Knowledge hiding has gained prominent attention in the past few years. Plenty of recent studies have either tried to identify the consequences as well as the potential antecedents of knowledge hiding either between coworkers or in a top‐down management context (Butt and Ahmad, 2019; Butt, 2019a,b,c; Connelley et al, 2019; Cheng et al, 2008; Samuel et al, 2011; Fang, 2017; Rashed et al 2010; Shih et al, 2012: Arain et al, 2018; Arain et al, 2019). Connelly et al (2012, p. 65) define knowledge hiding as “an intentional attempt by an individual to withhold or conceal knowledge that has been requested by another person.” Extant literature on the potential antecedents of knowledge hiding in a business discipline argues that managers hide knowledge for various reasons.…”

Section: Introductionmentioning

confidence: 99%

“…Although knowledge hiding literature is now enriched with studies focusing on the antecedents as well as the consequences of knowledge hiding (Connelly et al, 2012; Connelly et al, 2017; Černe et al 2014: Butt and Ahmad, 2019; Butt, 2019a,b,c; Connelley et al, 2019; Cheng et al, 2008; Samuel et al, 2011; Fang, 2017; Rashed et al 2010; Shih et al, 2012: Andreeva and Kianto, 2012; Fong, 2018), they do not tell us how a present of knowledge hiding between managers of buying and supplying firms harm the business relationship between the firms they work for. Consequently, a pilot study endeavored to unleash the potential effects of knowledge hiding with the domain of a buyer–supplier relationship was undertaken.…”

Section: Introductionmentioning

confidence: 99%

Knowledge hiding in a buyer‐supplier relationship: A pilot study

Ahmad

Shah

2020

Knowl Process Manag

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Knowledge hiding has been the topic of some research in supply chains in the last few years. These studies either identify antecedents of knowledge hiding or its negative consequences. However, studies pertaining to how knowledge hiding adversely affect buyer–supplier relationships are scant. Based on an initial pilot study comprising six semistructured with managers engaged in the process of buying and selling products and services, our results unveil three factors (lack of interpersonal trust, mutual loyalty, and limited interaction), which affect business relationship between managers of buying and supplying firms, when they hide knowledge from each other. This article concludes by discussing its initial contributions to theory. Finally, study limitations and future research direction are articulated.

“…While the role of personal relationships is now well established in the supply chain knowledge management literature (Butt, 2019a, 2019b, 2019c; Butt & Ahmad, 2019; Gligor & Autry, 2012; Gligor & Holcomb, 2013), most of these studies simply aim to describe the role personal relationships play in enhancing the knowledge sharing process between exchange partners. However, these studies neglected to consider that termination of a personal relationship between managers of buying and supplying firms can adversely affect knowledge sharing between partnering firms.…”

Section: Research Contributionsmentioning

confidence: 99%

Termination of personal relationship and their effects on knowledge sharing in supply chains

2020

Knowl Process Manag

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The existence of strong personal relationships (friendship, etc.) has been the subject of much research in the supply chain knowledge management literature. Many researchers have argued that such relationships have a positive impact on knowledge sharing across the supply chain. However, it is important to acknowledge that the termination of a personal relationship may well adversely affect the knowledge transfer process between the supply chain member firms. This study addresses the impact of the termination of personal relationships within the supply chain. An exploratory study was employed via semi‐structured interviews with 20 senior managers from 10 different companies based in the United Arab Emirates. The findings reveal five distinct factors that adversely affect knowledge transfer between the managers of buying and supplying firms, once their personal relationships are terminated. These factors further result in inferior knowledge transfer between the partnering firms.