Knowledge-hiding behavior in multicultural management: the impact of cultural values and the buffering effect of cultural intelligence

Abstract

Graphical representation of abstract Purpose This study aims to investigate the influence of cultural orientations on managers’ knowledge-hiding behavior (KHB) through the lens of individualism and collectivism. It explores how these cultural values shape the intentional concealment of knowledge, with relationship conflict serving as a mediator and cultural intelligence (CI) acting as a moderator. Design/methodology/approach The research adopts a quantitative approach, collecting data over four months (December 2022 to March 2023) from managerial-level employees in multinational companies across various sectors in Pakistan’s major cities (Faisalabad, Lahore and Islamabad). A random sampling technique was employed to distribute questionnaires in two waves, separated by one month, to reduce common method bias. The final sample of 325 responses was analyzed using partial least squares structural equation modeling (PLS-SEM) with Smart PLS 4 software. Findings The results reveal that managers with individualistic cultural values are significantly more prone to engage in KHB, whereas managers with collectivist values are less likely to do so. In addition, relationship conflict was found to mediate the relationship between collectivism and KHB, highlighting that collectivist managers may engage in KHB when relational tensions arise. Moreover, CI moderates the influence of cultural values on KHB, suggesting that higher CI can either amplify or mitigate the impact of these cultural orientations on knowledge-hiding tendencies. Originality/value This study contributes to the literature by offering novel empirical insights into how cultural values, specifically individualism and collectivism, drive KHB among managers. It also sheds light on the mediating role of relationship conflict and the moderating role of CI, addressing the need for more empirical research on vertical knowledge hiding within multinational contexts. By examining these dynamics, the study fills a critical gap in understanding the cross-cultural influences on managerial behavior, particularly in the context of knowledge management.

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