Understanding the emotional mechanics of knowledge hiding and trust corrosion

Abstract

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This conceptual paper clarifies how employee knowledge hiding (KH) arises, so as to mitigate its damage to organizational cultures. The results indicate that KH causes damage both to individual colleagues and to the organization itself. Six categories of events that stimulated KH were situational unintentional KH, competitive motive-based hiding, controlled hiding due to clinging to a sense of knowledge ownership, victimized hiding arising from abuse and hostility, and favored hiding fueled by shared identities and norms. Furthermore the authors identify that the risk of KH elevates in the scenarios of negative reciprocity, perceived disengagement, and influenced disengagement. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.