Knowledge hiding in two contrasting cultural contexts

Abraham Cyril Issac · Rupashree Baral

55 citations0/0 files storedVINE Journal of Information and Knowledge Management Systems

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

Abstract

Purpose The purpose of this study is to decipher the role of culture in determining knowledge-hiding tendencies of individuals. This study attempts to understand the different strategic factors (SFs) engendering knowledge hiding, model it and finally estimate the driving and dependency potency of these factors in two different cultural contexts – occidental and oriental. Design/methodology/approach The authors undertook content analysis of the pertinent literature to trace out the antecedents. These SFs engendering knowledge hiding were later modeled using total interpretive structural modeling (TISM) with the aid of R programming language and consequently subjected to Matriced’ Impacts Croise’s Multiplication Appliquée a un Classement (MICMAC) analysis to categorize these factors into: autonomous, depending, linkage and driving. Findings The analysis establishes personality traits as a common driving factor engendering knowledge hiding in both the cultural contexts. Emotional intelligence is a key driving factor in an occidental cultural context whereas interpersonal distrust drives knowledge hiding in an oriental cultural setting. The task in hand, its uncertainty and complexity are the other critical factors causing knowledge hiding in the oriental cultural context. Practical implications The study suggests organizations in the occidental setting to streamline their recruitment policy, giving due importance to the personality traits and emotional quotient of individuals. As task uncertainty and complexity are the critical driving factors in the oriental context, the organizations should undertake a delicate balancing act between reducing risk, removing uncertainty and progressing. Originality/value To the best of the authors’ knowledge, this is probably the first-ever attempt to apply comprehensive TISM and MICMAC on knowledge hiding, which characterizes the antecedents of knowledge hiding in two opposite cultural contexts and thereby offers to provide the required impetus for further research on the influence of culture in knowledge-hiding behavior.

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References

1978A Social Information Processing Approach to Job Attitudes and Task Design 2001Toward a Theory of Psychological Ownership in Organizations 2003Conceptualizing Employee Silence and Employee Voice as Multidimensional Constructs*2003Knowledge Sharing in Organizations: A Conceptual Framework 2011Knowledge hiding in organizations 2002Knowledge-Sharing Dilemmas 2013What Goes Around Comes Around: Knowledge Hiding, Perceived Motivational Climate, and Creativity 2006What did GLOBE really measure? Researchers’ minds versus respondents’ minds

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2021Towards Explaining Knowledge Hiding through Relationship Conflict, Frustration, and Irritability: The Case of Public Sector Teaching Hospitals 2022The mechanism of team-member exchange on knowledge hiding under the background of “Guanxi”2022Knowledge sharing and knowledge hiding in light of the mistakes acceptance component of learning culture- knowledge culture and human capital implications 2021Spiritual leadership as a pathway toward innovative work behavior via knowledge sharing self-efficacy: moderating role of innovation climate

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