Abstract
This paper investigates how knowledge hiding (KH) contributes to individuals, groups, and the business processes of organizations, with regards to improving employee performance, strategic performance, and the organization’s overall knowledge management system (KMS), as well as the consequences and costs of KH in organizations. 117 English language research articles produced between 1988 and 2020 regarding KH are analyzed, and insights provided into science mapping and performance analysis of KH studies, by drawing evidence from publication activities, prominent themes, citation trends, and collaborations amongst contributors. The findings reveal that KH research has mainly focused on KH behavior, knowledge sharing (KS), and the KMS. Firms with KH practices are responsible for challenging employee creativity, motivation, and workplace environment. This study will help business managers and leaders hone cooperative behavior to achieve an innovative environment and desired goals. Knowledge hiding also has positive implications, where leaders may have to hide confidential information from external elements or internal subordinates to protect the enterprise's sovereignty and integrity.
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