Exploring the consequences of knowledge hiding: an agency theory perspective

Abstract

PurposeThe purpose of the study is to explore empirically the consequences of knowledge hiding at the individual level and from the knowledge hiding committers' perspective. Hence, in line with agency theory and prior literature on knowledge hiding, the study investigates the associations between different facets of knowledge hiding and individual-level job performance, as well as the mediating role of employee well-being in the associations.Design/methodology/approachStructural equation modeling was used to analyze multisource survey data from a sample of 214 employees and 34 immediate supervisors, in a professional services company in Finland.FindingsEvasive hiding was found to be negatively associated with in-role job performance and positively associated with innovative job performance. Playing dumb was found to be positively associated with in-role job performance. Finally, even though the association between rationalized hiding and innovative job performance was found to be positive, it was found to be of a smaller magnitude when employee well-being was taken into account.Practical implicationsForceful unhealthy competition and exploitative and workaholic cultures are discussed to reduce knowledge hiding behavior among employees and their negative consequences.Originality/valueThe study highlights the paradox of managing organizational knowledge. In line with agency theory, we advocate that while knowledge sharing is one of the major assets of organizational welfare from the organizational perspective, it may resonate with the employee's perspective. Consequently, unless employees' self-interest and organizational interests are aligned, the paradox of managing organizational knowledge arises, and the classic agency problem occurs.

Knowledge Hiding: Current Research Status and Future Research Directions

“…Burmeister et al (2019) find that knowledge hiding (playing dumb, in contrast to evasive hiding and rationalized hiding) has opposite effects on OCB, and knowledge hiders experience different emotions. Khoreva and Wechtler (2020) point out that evasive hiding is negatively related to in-role performance, and playing dumb is positively related to it. In addition, both evasive hiding and rationalized hiding will hinder innovation performance.…”

“…Arain et al (2019) show that supervisor knowledge hiding can reduce subordinates' self-efficacy and thus reduce their innovation. Khoreva and Wechtler (2020) point out that playing dumb and rationalized hiding can indirectly influence employee innovation performance through the mediating effect of well-being. Fong et al (2018) confirm that a decrease in absorptive capacity is the key mediator in the relationship between knowledge hiding and team creativity.…”

“…In addition, both evasive hiding and rationalized hiding will hinder innovation performance. Regarding psychological status and attitudes, research suggests that knowledge hiding increases employees' moral disengagement (Arain et al, 2020a) and decreases their psychological safety, well-being, job satisfaction, and sense of thriving (Jiang et al, 2019;Offergelt et al, 2019;Khoreva and Wechtler, 2020). Furthermore, knowledge hiding can trigger knowledge seekers' deviant behaviors, turnover intention, upward silence, and non-engagement in knowledge sharing (Connelly and Zweig, 2015;Offergelt et al, 2019;Singh, 2019;Arain et al, 2020a).…”

The Empirical Investigation Between Ethical Leadership and Knowledge-Hiding Behavior in Financial Service Sector: A Moderated-Mediated Model

“…Anand et al ( 2020 ) discussed that hiding is always the case; regardless of matter how much the question asker tries, no one has been given what they asked for. It is likely to be a social dismissal and self-deception, though it may be intentional deception with many information seekers (Khoreva and Wechtler, 2020 ). Any undue restrictions on data flow of information or unclear instructions to the existence of intelligence can exist about the desired methods, or corresponding actions will have wide- and lasting-disastrous effects on both individuals and organizations (Jahanzeb et al, 2020 ).…”

Knowledge Hiding in Emergency Ambulance Healthcare Settings: Its Mediating Role in the Relationship between Organizational Support and Affective Commitment and Organizational Citizenship Behaviours

“…Knowledge hiding has gained increasing attention in recent years in the field of organizational behavior, especially concerning its potential influence on organizational performance [ 1 , 2 , 3 , 4 , 5 , 6 , 7 ]. Knowledge sharing, knowledge hiding, and knowledge manipulation are the main streams of literature developed to explain individuals’ tactical choices involving knowledge [ 2 , 8 ].…”