Antecedents of knowledge hiding in a buyer–supplier relationship

Abstract

Knowledge management has been the subject of much research in buyer-supplier relationship literature. Many of these studies outline the benefits attributed to buying and supplying firms as a result of knowledge sharing between its managers. However, it is important to note that managers across firms can also deliberately hide knowledge from each other during their business interaction. This study fills this important gap in the buyer-supplier relationship literature. On the basis of 16 semistructured dyadic interviews with managers of buying and supplying firms, results reveal that managers across firms intentionally hide knowledge from each other when there is a lack of personal relationship between them. Other determinants include need to reciprocate, restrictions from senior management, fear of evaluation, and the expectation of outcomes. The paper concludes by articulating its contribution to the theory and practice, alongside limitations and future research directions.

Consequences of top-down knowledge hiding in firms: A pilot study

“…Perhaps, the development of friendly ties between the supervisor and their subordinates could be paramount as this can help cultivate trust and sense of belongingness. Recent research Butt, 2019a, Butt, 2019b, Butt, 2019c, Butt, 2019d, Butt, 2019e; Butt and Ahmad, 2019a, Butt and Ahmad, 2019b; Butt et al. (2019); Ahmad et al.…”

Knowledge hiding in a buyer‐supplier relationship: A pilot study

“…Knowledge hiding has gained prominent attention in the past few years. Plenty of recent studies have either tried to identify the consequences as well as the potential antecedents of knowledge hiding either between coworkers or in a top‐down management context (Butt and Ahmad, 2019; Butt, 2019a,b,c; Connelley et al, 2019; Cheng et al, 2008; Samuel et al, 2011; Fang, 2017; Rashed et al 2010; Shih et al, 2012: Arain et al, 2018; Arain et al, 2019). Connelly et al (2012, p. 65) define knowledge hiding as “an intentional attempt by an individual to withhold or conceal knowledge that has been requested by another person.” Extant literature on the potential antecedents of knowledge hiding in a business discipline argues that managers hide knowledge for various reasons.…”

“…Although knowledge hiding literature is now enriched with studies focusing on the antecedents as well as the consequences of knowledge hiding (Connelly et al, 2012; Connelly et al, 2017; Černe et al 2014: Butt and Ahmad, 2019; Butt, 2019a,b,c; Connelley et al, 2019; Cheng et al, 2008; Samuel et al, 2011; Fang, 2017; Rashed et al 2010; Shih et al, 2012: Andreeva and Kianto, 2012; Fong, 2018), they do not tell us how a present of knowledge hiding between managers of buying and supplying firms harm the business relationship between the firms they work for. Consequently, a pilot study endeavored to unleash the potential effects of knowledge hiding with the domain of a buyer–supplier relationship was undertaken.…”

Termination of personal relationship and their effects on knowledge sharing in supply chains

“…While the role of personal relationships is now well established in the supply chain knowledge management literature (Butt, 2019a, 2019b, 2019c; Butt & Ahmad, 2019; Gligor & Autry, 2012; Gligor & Holcomb, 2013), most of these studies simply aim to describe the role personal relationships play in enhancing the knowledge sharing process between exchange partners. However, these studies neglected to consider that termination of a personal relationship between managers of buying and supplying firms can adversely affect knowledge sharing between partnering firms.…”

“…Thus the role personal relationships play in streamlining knowledge sharing between buyers and suppliers is now well recognized within the supply chain research literature (Gligor & Autry, 2012; Gligor & Holcomb, 2013). Other studies have investigated the impact of the termination of such personal relationships and found that this may adversely affect the knowledge transfer between the exchange partners for various reasons (Butt, 2019a; Butt & Ahmad, 2019). For instance, managers whose personal relationship is terminated may become generally less inclined to communicate: a reluctance to engage in informal, casual communication in an open and friendly environment.…”