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

Atif Saleem Butt

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Knowledge Management and Sharing Management and Organizational Practices Intellectual Capital and Performance Analysis

Abstract

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.

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References

2011Knowledge hiding in organizations 2013What Goes Around Comes Around: Knowledge Hiding, Perceived Motivational Climate, and Creativity 2013Steps in Conducting a Scholarly Mixed Methods Study 2014How perpetrators and targets construe knowledge hiding in organizations 2008Trust and knowledge sharing in green supply chains 2019Understanding knowledge hiding in organizations 2009How to do Better Case Studies: (With Illustrations from 20 Exemplary Case Studies)2017The role of multilevel synergistic interplay among team mastery climate, knowledge hiding, and job characteristics in stimulating innovative work behavior

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2019Is guanxi important in a buyer-supplier relationship? Case of Chinese logistics industry 2022How does leader's knowledge hiding kill innovative work behavior 2021Does knowledge hiding undermine buyer-supplier relationship performance in supply chains? A dyadic perspective 2020RETRACTED: Mitigating knowledge hiding in firms: an exploratory study 2020Consequences of top-down knowledge hiding: a multi-level exploratory study

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