Consequences of top-down knowledge hiding: a multi-level exploratory study

Abstract

Purpose The purpose of this paper is to explore the multi-level (individual, interpersonal and firm) consequences of top-down knowledge hiding in firms. Design/methodology/approach This study uses a multiple case study methodology by studying nine United Arab Emirates (UAE)-based firms. Furthermore, 26 semi-structured interviews with managers based in 9 different firms are undertaken. Findings Based on the qualitative interviews and comprehensive data analysis, four individual, one interpersonal and two firm-level consequences emerged. In addition, the consequences of top-down knowledge hiding are not multi-level, but multi-faceted too. 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 UAE culture only. Practical implications Firms can use the findings from this study to understand the multi-level and multi-faceted consequences of top-down knowledge hiding in firms. Also, this study provides some constructive guidelines to firms/senior management to mitigate the consequences of knowledge hiding in firms. Originality/value This study contributes to knowledge hiding literature by revealing multi-level and multi-faceted consequences of top-down knowledge hiding in firms.

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