Understanding knowledge hiding in the context of virtual workplaces

Abstract

Purpose This paper aims to explore the implications of virtual work arrangements on employee knowledge hiding (KH) behaviour and the different strategies of KH used by employees in these arrangements. Design/methodology/approach Following a grounded theory approach to understanding KH, 21 semi-structured in-depth interviews were conducted with employees engaged in virtual working setups. The data collected from these informants were then analysed using qualitative methods. Findings The study revealed that virtual work arrangements increase employee KH behaviour because of three reasons: ease of hiding, digital burnout and loss of control. Further, the study found that rationalized hiding is the most commonly adopted strategy by employees engaged in virtual work arrangements, while inclinations towards evasive hiding strategy decrease in this arrangement. Originality/value This is the first study in knowledge management literature that seeks to explain KH in the virtual work context.

The Relationship Between Remote Work, Knowledge Sharing and Knowledge Hiding

“…The reasons given being: 1) insecurity -lack of a structured KS process, fear of losing recognition for their knowledge, protecting themselves (3 interviewees); 2) digital burnout -tiredness, lack of time, to avoid generating more work (3 interviewees); 3) distrust -not knowing people well, not knowing who to trust (1 interviewee). These findings considering communication managers in companies in Brazil were also identified by Choudhary and Mishra (2021) in relation to employees in consulting companies in India.…”

“…These motivations were identified in different contexts, for example, service companies, and universities, among others. However, the only study looking at the context of remote work, from Choudhary and Mishra (2021), identified the following motivations for KHi in a remote work environment by consultants: competition, conflict, poor personal relations, insecurity, organizational politics, distrust, ease of hiding, lack of informal communication, digital burnout, and loss of control. Distrust being an example of a motivation identified in both remote and face-to-face work.…”

“…Although KS is voluntary within organizations, the involvement of senior management usually means it is more likely to occur (Choudhary and Mishra, 2021). Despite the perceived benefits and the conscious attempts by employers to encourage KS, many employees are unwilling to share their knowledge and intentionally withhold knowledge (Connelly et al, 2019).…”

“…Within an organization, KHi can be a problem in the various departments, and become more accentuated during remote work (Choudhary and Mishra, 2021). According to Choudhary and Mishra (2021), this may be because hiding is easier or there is more digital burnout during remote work.…”

Knowledge hiding and knowledge hoarding: Using grounded theory for conceptual development

“…However, each of the three approaches is apt to achieve distinctive theoretical contributions given their methodological characteristics. In fact, some recent empirical works aiming at theoretical modeling that supports knowledge hiding behavior follow such flexibility in coding (Choudhary & Mishra, 2021;Jha & Varkkey, 2018;Liu et al, 2020). Jha and Varkkey (2018), in their study focused on understanding conditions leading to knowledge hiding in pharmaceutical companies, follow a coding protocol using the three approaches.…”