Research has begun to document the negative organizational consequences of knowledge
hiding, or the intentional attempt to conceal knowledge, among employees. However …

Although knowledge hiding has always existed at work, it has only recently attracted
scholarly attention. We conducted a systematic literature review to unveil its antecedents …

Despite the efforts to enhance knowledge transfer in organizations, success has been
elusive. It is becoming clear that in many instances employees are unwilling to share their …

Purpose Knowledge hiding, intentionally withholding work-relevant information, is
detrimental to organizations, yet practiced by supervisors and employees. Based on social …

Purpose This paper aims to explore antecedents and consequences of intra-organizational
knowledge hiding. Design/methodology/approach A model was developed and tested with …

In our introduction to this special issue on understanding knowledge hiding in organizations,
we provide some context to how and why this phenomenon should be studied. We then …

Purpose The significance of managing and sharing employee knowledge for successful
organizational change, innovation, and for sustainable advantage has indeed been …

Purpose Though there have been umpteen discussions on knowledge sharing in
organizations, there is a dearth of discussion on knowledge hiding acts, especially in …

The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and
conduct two studies observing what happens when leaders signal employees that …

Knowledge hiding as an organisational phenomenon has started to attract research
attention only in the last decade or so, although it may be a common behaviour in the …