Knowledge hiding is pervasive. The pandemic seemed to have disrupted and added a layer of complexity to knowledge-hiding behaviors and emerging consequences on individuals, teams, and organizations. Despite employers’ attempts to encourage knowledge sharing, many employees withhold or hide what they know, choose to play dumb, pretend not to know something, promise to share something but never do it, or tell people they can’t share when in fact they could. This article advances theoretically the debate on why individuals or teams might intentionally hide, withhold, or conceal information, and how it can be mitigated through leadership interventions and managerial approaches.
This study reviewed over 100 scholarly articles published in top management journals to better understand what knowledge hiding is, its dimensionality, and the individual and organizational drivers that contribute to such behaviors by individuals and teams in organizations. Finally, this study propose the A.D.A.P.T framework to ameliorate the problem of knowledge hiding in organizations, bringing together several actionable insights that leaders, line managers, and human resource management should take up to tackle the challenges.
(Un)hiding knowledge is a top priority. First, to (un)hide knowledge in organizations, a comprehensive social network analysis (SNA) must be undertaken to understand the knowledge-hiding factors. Second, leaders’ determination and commitment to the renewed purpose are critical. Third, building capabilities among managers and team members are essential to sustain commitment to (un)hide knowledge. Fourth, a psychologically safe environment alleviates territorial feelings, helps employees and reciprocate with knowledge-sharing intentions and actions. Finally, HRM professionals, can facilitate seamless transfer across business units by redesigning jobs, establishing enabling processes, and recognition programs to help consolidate gains in (un)hiding knowledge in organizations.
Knowledge hiding is a threat for organizational success. This practitioner’s viewpoint extends our understanding of knowledge hiding and why it is imperative for business leaders, managers, and HR to prioritize it as a business imperative. First, this paper set out to answer essential questions: What is knowledge hiding? What do leaders do? Why do they do it? And importantly, how can they do it? This paper broadens the applicability of earlier empirical research on how knowledge hiding can harm individuals, teams, and organizations. It explores the factors that motivate individuals to withhold information within organizations by clarifying the intricate relationship between psychological, social, and organizational factors that drive knowledge hiding behaviors in organizations. This novel perspective is timely, as knowledge hiding can significantly undermine team performance, innovation, and overall organizational effectiveness. Moreover, this paper extends the strategic leadership literature related to knowledge hiding by proposing the A.D.A.P.T framework, by integrating COR and SET theories to qualitatively summarize actionable insights for business leaders to (un)hide knowledge and exert positive influence on employees’ attitudes, mindsets, and behaviors. Future research should prioritize empirical investigations to rigorously validate the proposed actionable framework and demonstrate its applicability across various cultural contexts.
(Un)hiding knowledge can be a complex endeavor, particularly within larger, more intricate business structures. When the necessity for transformation becomes evident, organizations must meticulously evaluate and execute the most effective course of action. At the heart, the A.D.A.P.T model underscores the interconnectedness of leadership, team dynamics, and organizational culture in shaping employees’ experiences and the interpretation of management practices. This necessitates a strategic, well-considered approach, underpinned by a robust change to institute knowledge sharing culture in organizations. Leader’s commitment is crucial to help foster a more collaborative and innovative work environment. Otherwise, all interventions toward (un)hiding knowledge are likely to be ineffective. Leaders should be mindful of their own behaviors and its impact on employees’ attitude and knowledge-related behaviors. By providing necessary resources and fostering a psychologically safe workplace, leaders can encourage open communication, knowledge sharing, and ultimately, organizational success.
This viewpoint paper makes a substantial contribution to the knowledge management by focusing on the pervasive yet underexplored issue of knowledge hiding. While previous studies have primarily concentrated on the advantages of knowledge sharing, this research shifts the focus to the harmful effects of knowledge hiding. It explores the underlying psychological, social, and organizational factors that drive individuals to conceal or withhold actionable knowledge. By integrating established theories and introducing a novel framework, the A.D.A.P.T. model, this research provides valuable insights for organizations to alleviate the negative consequences of knowledge hoarding and cultivate a culture of knowledge sharing.
