Techniques that facilitate knowledge hiding: perspectives of ethical dilemmas from both sides of the coin

Issac, Abraham Cyril; Baral, Rupashree

doi:10.1108/dlo-11-2019-0263

Cited by 2 publications

(3 citation statements)

References 2 publications

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“…Existing studies on knowledge hiding agree regarding the intentional nature of knowledge hiding, and at present, scholars also understand that knowledge hiding can detrimentally affect organisations (Oliveira et al , 2021; Škerlavaj et al , 2018). Studies have identified various strategies, such as evasive hiding, playing dumb, rationalised hiding (Connelly et al , 2012), counter questioning (Kumar Jha and Varkkey, 2018), blatant lying and backstabbing (Issac et al , 2021), which typically comprise individuals’ knowledge hiding behaviour within organisations.…”

Section: Introductionmentioning

confidence: 99%

“…Apart from conceptualising the construct, Connelly et al (2012) established the dimensionality of knowledge hiding. Studies have also established that knowledge hiding phenomenon is manifested variedly in different cultural contexts (Demirkasimoglu, 2015; Issac and Baral, 2021). Knowledge hiding even varies according to an individual’s experience within the organisation and the nature of the job (Issac et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

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The effects of expert power and referent power on knowledge sharing and knowledge hiding

Issac

Bednall

Baral

et al. 2022

JKM

Self Cite

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Purpose The purpose of this research study is to determine the ways in which employees’ personal power-expert and referent power influences their knowledge sharing and hiding behaviour. There are hardly any studies that have investigated the effects of employee power and expectations regarding the consequences of divulging knowledge. In this study, the authors investigate whether expected gains and losses in employee personal power influence employees’ willingness to participate in knowledge transfer. Design/methodology/approach The authors adopted a two-wave survey design and collected critical data from 288 employees of knowledge-intensive industries identified through online techno-groups, such as Stack Exchange. In the first wave, out of the total, 192 knowledge workers attended the follow-up survey. The authors apply polynomial regression followed by surface response analysis to establish the effects of any discrepancy between the current levels of employees’ personal power and their expected levels if they divulge their unique critical knowledge. Findings The authors find out that employees having relatively strong personal power are more likely to share knowledge, and the expected losses in power are categorically associated with a reduced intention to share knowledge. The authors also observed an increased knowledge hiding with expected losses in power. Surprisingly, the authors find that these established negative outcomes are also specifically associated with the expected gains in personal power. Research limitations/implications The most significant contribution of this study is to establish that power plays an important but complex role in determining the employees’ participation in knowledge transfer activities. The authors specifically conclude that the optimal scenario for knowledge sharing is one in which the employees’ contributions are fairly valued and their reputation is not expected to change because of knowledge sharing. Originality/value To the best of the authors’ knowledge, this study is one of the first comprehensive studies that link power to both sharing and hiding of knowledge. This study is also unique in terms of its investigation of the effects of any discrepancy between current levels of employees’ personal power and their expected levels if they share or hide their unique critical knowledge. Thus, this research study is a unique contribution in terms of what and why of an untouched area in the entire knowledge management literature with a special focus on knowledge sharing and hiding.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Issac

Bednall

Baral

et al. 2022

JKM

Self Cite

View full text Add to dashboard Cite

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“…Mindfulness can toggle between different states of mind and consequently make the mind capable of obtaining a broader perspective on the subject at hand by clearly considering all circumstantial details through focused attention and clear awareness (Siegel et al, 2009). Therefore, mindfulness establishes a platform for sustainable knowledge creation, and the lack of prejudice and preconceived notions reinforces the potential for employees to be as productive as possible (Davenport and Prusak, 1998;Issac and Baral, 2021).…”

Section: Introductionmentioning

confidence: 99%

True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)

Issac,

Dhir,

Christofi

2024

JMP

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PurposeMindfulness is the human ability to be fully present, aware of where we are and what we're doing. This study explores on the impact of mindfulness on different elements of knowledge management, knowledge creation, knowledge sharing and knowledge hiding.Design/methodology/approachThe authors undertake an inductive reasoning approach whereby they try to generate themes from specific observations and conceptualize the theory of mindfulness and knowledge transfer.FindingsThis study finds out that mindfulness critically facilitates an open environment and enhances the clarity of thought which aids in effective knowledge creation. Such a realistic understanding about the present scenario encourages employees to share knowledge and equips them to collaborate and effectively work in teams. Surprisingly, this study also finds that mindfulness increases the result orientation to the extent that employees tried to hide knowledge from their co-workers targeting certain self-desired outcomes. In other words, similar to knowledge creation and knowledge sharing, mindfulness increases agenda-based knowledge hiding.Originality/valueThe theory of mindfulness and knowledge transfer states that mindfulness increases knowledge creation, knowledge sharing and agenda-based knowledge hiding.

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Techniques that facilitate knowledge hiding: perspectives of ethical dilemmas from both sides of the coin

Cited by 2 publications

References 2 publications

The effects of expert power and referent power on knowledge sharing and knowledge hiding

The effects of expert power and referent power on knowledge sharing and knowledge hiding

True knowledge vs empowering knowledge: conceptualizing a theory of mindfulness and knowledge transfer (TMKT)

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