Abstract
PurposeThis paper aims to explore the role of personal relationships (friendships) in mitigating knowledge hiding behaviour between managers.Design/methodology/approachThis study uses a phenomenological methodology by studying seven UAE-based firms. Furthermore, 30 semi-structured (15 dyadic) interviews with senior managers are undertaken. The senior managers were chosen from multiple industries including plastic, frozen food, logistics, etc.FindingsBased on 30 semi-structured interviews and comprehensive data analysis, results reveal that the development of personal relationships between managers results in higher interpersonal trust, mutual loyalty, higher cooperation, strong mutual goals and cultivation of reciprocity. The result further states that these factors diminish knowledge hiding behaviour between them.Research limitations/implicationsThis study has some limitations. First, this study explores behavioural patterns concerning the United Arab Emirates culture only. Second, the results presented in this study should be quantitatively tested to demonstrate their generalizability.Practical implicationsFirms can use this study’s findings to understand how and why personal relationships between managers within firms diminish knowledge hiding behaviour.Originality/valueThere is a dire need for research exploring how knowledge hiding can be mitigated in firms. This paper addresses this gap by exploring the role of personal relationships in the knowledge hiding literature.
Published Version
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