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

Butt, Atif Saleem; Ahmad, Ahmad B.; Shah, Syed Hamad Hassan

doi:10.1002/kpm.1631

Cited by 19 publications

(11 citation statements)

References 42 publications

(47 reference statements)

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“…Thus, in addition to identifying the antecedents of KS, it is necessary to identify the antecedents of KHi and KHo. Gagné et al (2019) suggest non-sharing may occur because individuals may be unaware of the needs of others, but that hiding knowledge is a way of intentionally not sharing knowledge (Butt, Ahmad, & Shah, 2020). Thus, it may be the case that some antecedents of KHi or KHo may discourage KS.…”

Section: Introductionmentioning

confidence: 99%

Knowledge hiding and knowledge hoarding: A systematic literature review

Oliveira

Curado

Garcia

2021

Knowl Process Manag

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The present study aims to present a consolidated view of the quantitative research on Knowledge Hiding (KHi) and Knowledge Hoarding (Kho), and the relationship with Knowledge Sharing (KS), and propose guidelines for future research. A systematic literature review was adopted, following rigorous procedures. The articles were searched in Scopus, Web of Science, Wiley Online, Science Direct, and Emerald. Fifty different articles were analyzed. The oldest article identified is from 2011. They were published in 33 different journals. Only 16 authors published more than one article on the topic. The four behaviors can be perceived as positive when the individual is committed to the organization and negative when the individual is not committed to the organization. A framework that summarizes the suggestions for future research is presented. Understanding the relationships between KHi and KSc, and between Kho and KSd might facilitate the flow of knowledge in organizations. The paper provides an original contribution by considering KS as two processes, collection and donation, highlighting the oppositional relationship between KHi and KSc, and between KHo and KSd. Furthermore, research gaps and further research lines in the KHi, KHo, and KS area are highlighted.

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Section: Introductionmentioning

confidence: 99%

Knowledge hiding and knowledge hoarding: A systematic literature review

Oliveira

Curado

Garcia

2021

Knowl Process Manag

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show abstract

“…Organizations often make significant efforts to encourage employees to share knowledge. The fact that employees engage in knowledge hiding behavior to preserve their indispensability and career prospects ( Butt et al, 2020 ). Parallel to this, Serenko and Bontis (2016) comment that knowledge hiders’ narrow-minded intentions urge them to intentionally hide knowledge from their colleagues.…”

Section: Discussionmentioning

confidence: 99%

“…Drawing on these reviewed articles, it is to be noted that the extant literature surrounding knowledge hiding is now enriched with the research that emphasizes on identifying its antecedents and exploring its negative consequences ( Connelly et al, 2012 , 2017 ; Černe et al, 2014 ; Fang, 2017 ; Butt, 2019 ; Butt et al, 2020 ). Parallel to this, ( Butt et al, 2020 ) support this, stating that these studies mostly focuses on the antecedents and the consequences of knowledge hiding.…”

Section: Literaturementioning

confidence: 99%

“…Most specifically, Xiong et al (2021) did research into the antecedents of knowledge hiding and the social factors that trigger the relate behavior. Similarly, Butt et al (2020) studied how knowledge hiding adversely affect buyer–supplier relationships, identifying the factors (i.e., limited interaction, mutual loyalty, and lack of interpersonal trust) that influence business relationship between managers of buying and supplying firms, when they conceal knowledge from each other.…”

Section: Literaturementioning

confidence: 99%

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Creating a Culture to Avoid Knowledge Hiding Within an Organization: The Role of Management Support

Jasimuddin

Saci

2022

Front. Psychol.

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Knowledge hiding is known to have negative consequences on organizational performance. The existing literature mainly focuses on the identification of antecedents and consequences of knowledge hiding. The studies pertaining to the top management role in creating a culture that stops concealing knowledge within an organization are limited. To fill that gap, the paper empirically address the knowledge sharing culture and to explore the management support to avoid knowledge hiding culture in an organization. This study based on an empirical study carried out in a United Kingdom-based laboratory within a high-tech global corporation, in which the atmosphere appeared conducive to knowledge sharing, and knowledge transfer appeared voluntary and spontaneous. The paper seeks to address why members of the case organization is reluctant about knowledge hiding among themselves. The study reveals that the management role is important in creating a culture that help discourage employees to withhold knowledge. The paper identifies the actions that top management takes to stop concealing knowledge within an organization. This study has provided several contributions. The findings of the study may be useful to managers and practitioners. For managers, this paper presents some important organizational factors that can be nurtured to avoid a knowledge-hiding culture in the organization. They can also take the management actions of the case organization as lessons to create a culture that encourage their employees to avoid knowledge hiding behavior.

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“…By promoting the export of China's advanced engineering and construction skills, materials and equipment, and homegrown innovations, the B & R initiative aims to alleviate the country's overcapacity. China will largely carry extra capacity at a low opportunity cost, so quick returns aren't necessary, and the country already has expertise building world-class infrastructure [26]. Because of this program, some backward regions, especially in rural China, will have a fantastic opportunity to catch up to the more developed provinces on China's East coast [27]."…”

Section: Belt and Road Initiativementioning

confidence: 99%

A New Belt and Road Framework Method Based on the Internet of Things (IoT) for Industrial Applications

Zhang

Ali

2022

IJRITCC

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A network called the Internet of things (IoT) enables data communication amongst all autonomous inanimate devices. It is a network that enables users to practice object communication. Its development marks a significant turning point in digital technologies. The IoT is growing, and with it, the amount of research being done on its foundation. The western region's economic growth should take advantage of this growth and find a path that works for it. There are many flaws and issues in the accounting system of enterprises as a consequence of the development of internal management aspects. In order to aid the west area's quick development, this article is focused on the optimization of the financial growth trajectory of that region against the "Belt and Road" framework. The interaction development route of related industries and modern urbanization is presented in this research. The future total GDP and per capita GDP of the west area are studied and reported using simulated data. According to the data, the west area's total GDP and per capita GDP will expand annually over the following 4 years and afterwards continue to grow.

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

Cited by 19 publications

References 42 publications

Knowledge hiding and knowledge hoarding: A systematic literature review

Knowledge hiding and knowledge hoarding: A systematic literature review

Creating a Culture to Avoid Knowledge Hiding Within an Organization: The Role of Management Support

A New Belt and Road Framework Method Based on the Internet of Things (IoT) for Industrial Applications

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