RETRACTED: Mitigating knowledge hiding in firms: an exploratory study

Atif Saleem Butt

26 citations0/0 files storedBaltic Journal of Management

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

Abstract

Purpose The purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers. Design/methodology/approach This study employs a multiple case study methodology for studying nine United Arab Emirates-based (UAE-based) firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken. Findings Based on the qualitative interviews and comprehensive data analysis, results unveil three strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy. Research limitations/implications This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to the UAE culture only. Practical implications Firms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers. Originality/value This study contributes to knowledge hiding literature by revealing strategies which discourages knowledge hiding behavior in firms.

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References

1994Competing paradigms in qualitative research.1981Snowball Sampling: Problems and Techniques of Chain Referral Sampling 2015Are We There Yet? Data Saturation in Qualitative Research 2017Developing rigor in qualitative research: problems and opportunities within sport and exercise psychology 2011Knowledge hiding in organizations 2005Three‐dozen knowledge‐sharing barriers managers must consider 2013Validity and generalization in future case study evaluations 1994Discovering the Future of the Case Study. Method in Evaluation Research

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2023Management strategies to mitigate knowledge hiding behaviours: symmetric and asymmetric analyses 2024Unraveling the two decades of Knowledge Hiding scholarship: A systematic review, bibliometric analysis, and literature synthesis 2021Role of personal relationships in mitigating knowledge hiding behaviour in firms: a dyadic perspective 2024Impostor leader and knowledge hiding: Attachment avoidance as underlying mechanism 2022Leader reward omission and employee knowledge sharing: the moderating role of proactive personality and perceived organizational unfairness

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