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The role of nature of knowledge and knowledge creating processes in knowledge hiding: Reframing knowledge hiding

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  • Shrivastava, Samir
  • Pazzaglia, Federica
  • Sonpar, Karan

Abstract

Knowledge hiding research has traditionally focused on the ways in which knowledge is hidden in the context of interactions between employees. This study advances knowledge hiding research by highlighting the benefits of moving away from the dyadic level of analysis to a multilevel analysis across individuals, groups, and organizations. We also elaborate how knowledge hiding is influenced both by the nature of knowledge and by the modes of knowledge creation in organizations. We propose a theoretical framework that juxtaposes the nature of knowledge – tacit vs. explicit and component vs. architectural – against the four modes – socialization, externalization, combination, and internalization – of the knowledge creating process in organizations. The framework developed in our study also enables us to identify four distinct root causes of knowledge hiding in organizations – functional bias, misaligned incentives, dysfunctional resource allocations, and value incongruence.

Suggested Citation

  • Shrivastava, Samir & Pazzaglia, Federica & Sonpar, Karan, 2021. "The role of nature of knowledge and knowledge creating processes in knowledge hiding: Reframing knowledge hiding," Journal of Business Research, Elsevier, vol. 136(C), pages 644-651.
    • Handle: RePEc:eee:jbrese:v:136:y:2021:i:c:p:644-651
    DOI: 10.1016/j.jbusres.2021.08.019
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    References listed on IDEAS

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    1. Zhao, Hongdan & Zhao, Siyong & Chen, Yuanhua & Yu, Xiaoyu, 2023. "Bystanders’ reactions to leader knowledge hiding: The roles of moral disengagement and moral identity," Journal of Business Research, Elsevier, vol. 165(C).
    2. Duan, Yunlong & Yang, Meng & Huang, Lei & Chin, Tachia & Fiano, Fabio & de Nuccio, Elbano & Zhou, Li, 2022. "Unveiling the impacts of explicit vs. tacit knowledge hiding on innovation quality: The moderating role of knowledge flow within a firm," Journal of Business Research, Elsevier, vol. 139(C), pages 1489-1500.
    3. Yanfang Jin & Shun-Chi Yu, 2022. "The Moderating Effect of Cross-Cultural Psychological Adaptation on Knowledge Hiding and Employee Innovation Performance: Evidence from Multinational Corporations," Sustainability, MDPI, vol. 14(24), pages 1-24, December.
    4. Tahira Alam & Zia Ullah & Fatima Saleh AlDhaen & Esra AlDhaen & Naveed Ahmad & Miklas Scholz, 2021. "Towards Explaining Knowledge Hiding through Relationship Conflict, Frustration, and Irritability: The Case of Public Sector Teaching Hospitals," Sustainability, MDPI, vol. 13(22), pages 1-15, November.

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