Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

Abstract

Knowledge hiding as an organisational phenomenon has started to attract research attention only in the last decade or so, although it may be a common behaviour in the workplace. Emerging research findings suggest that knowledge hiding is not necessarily a negative act with detrimental outcomes. Why do employees hide their knowledge? What can organisations do to encourage knowledge sharing in the workplace? Drawing on 52 studies published in academic English and Chinese journals over the period of 1997–2017, this study conducts a systematic review on knowledge hiding to clarify the concept, analyse existing research findings, identify research gaps and shed light on future research direction theoretically and empirically. The study has practical implications for organisations in terms of what human resource management interventions may be adopted to minimise undesirable knowledge hiding behaviours and to build trust among employees and enhance organisational effectiveness.

Tit for Tat: Abusive Supervision and Knowledge Hiding-The Role of Psychological Contract Breach and Psychological Ownership

“…Fourth, this study explores the KH at an individual level. However, KH at the team-level has not been well documented in the literature [91]. Scholars are encouraged to conduct future studies at the team level because it is unclear if team-level KH is different from individual KH in terms of antecedents and consequences.…”

The Influence of Knowledge Sharing on Sustainable Performance: A Moderated Mediation Study

“…Knowledge hiding is defined as the deliberate attempt to conceal knowledge requested by others [29]. It is an avoidance response (i.e., silence or denial) that withholds pertinent ideas, information, or feedback as a form of self-preservation which stems from a fear of losing control of the possession of knowledge [30]. Sharing collective knowledge is the natural intent and instinct of humanity, and people are generally willing to share their knowledge.…”

Impact of Enterprise Social Networking Systems Use on Workplace Knowledge Hiding Behaviour: The Moderating Role of Knowledge Sharing Culture

“…In order to eliminate barriers to exchange information inside the organisation effectively, it is essential to recognise unwanted workplace knowledge behaviours like knowledge hiding (Connelly et al, 2012). Consequently, three concepts associated with knowledge hiding that is; knowledge withholding, knowledge hoarding, and employee silence (Xiao and Cooke, 2018). There are three different ways individuals can participate in knowledge hiding, playing dumb, rational hiding, and evasive hiding (Connelly et al, 2012).…”