Abstract
Although numerous studies have been conducted in the field of knowledge sharing with a focus given to its importance, very little attention has been given to knowledge hiding practices. A very few studies have been found to make an attempt to figure out its impact and antecedents. Likewise, the negative role of passive leadership in the project management literature has not been evidenced enough despite its existence in project-based organizations. Both knowledge hiding and passive leadership are the highly neglected areas in the project management literature. Therefore, this study not only attempts to investigate the influence of passive leadership on knowledge hiding but also aims to explore the role of creative self-efficacy between them. IT project organizations were chosen to collect data because of their high failure rate due to an insufficient knowledge transfer. The findings of this study revealed that the neglected passive leadership greatly influences the knowledge hiding practices among individuals. However, according to the results, knowledge hiding practices are found to reduce the presence of creative self-efficacy. Thus, the antecedents of knowledge hiding should be considered to create an innovative and successful business environment. The results are highly significant not only for the field of project management but also for other practitioners.
Highlights
A few studies show that the exchange of information is vital for the successful completion of tasks in project-based organizations (Singh, 2019)
We tested this hypothesis in partial least squares (PLS), and the results showed that passive leadership positively influences the knowledge hiding behavior of employees (β = 0.36, p < 0.001)
Passive Leadership Is Negatively Related to Knowledge Hiding
Summary
A few studies show that the exchange of information is vital for the successful completion of tasks in project-based organizations (Singh, 2019). Hiding is an intentional attempt to hold knowledge (Connelly et al, 2012). Even if organizations motivate employees to share knowledge, they still indulge in knowledge hiding practices (Connelly et al, 2012). This results in hindering the knowledge that is essential for completing the project tasks. It is Antecedents of Knowledge Hiding important to say that knowledge hiding is an individually targeted behavior because it pertains to the intentional denial of knowledge requests from the requestors (Pan et al, 2018). Knowledge hiding can most likely affect the outcomes, and it is very important to understand the roots of this behavior to eliminate it
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
