Abstract
Knowledge management has gained vital importance in supply chain management discipline in the last few years. Many studies in supply chain management now argue that effective knowledge sharing is crucial for firm's success. In addition, effective knowledge management in supply chains positively impacts a firm's ability to innovate and remain competitive in the market. However, firms should remain cautions as senior managers can also deliberately hide knowledge from their subordinates in an organisation, which can negatively impact their work performance and innovative work behaviour. Therefore, the purpose of this paper is to propose some potential determinants of top-down knowledge hiding in buying and supplying firms, which can adversely affect innovative work behaviour of managers. Furthermore, some suggestions are offered to firms on how to promote the culture of knowledge sharing, while at the same time discouraging the culture of knowledge hiding in firms.
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