Knowledge hiding as an obstacle of innovation in organizations a qualitative study of software industry

Labafi, Somayeh

doi:10.17230/ad-minister.30.7

Cited by 58 publications

(69 citation statements)

References 40 publications

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“…Furthermore, Butt (2019) has examined antecedents of knowledge hiding in buyer–supplier relationships and found that lack of friendly relationships, reciprocity, fear of negative evaluation, an expectation of outcomes, and restriction from senior management compel managers to deliberately hide knowledge from each other (Sing, 2019; He et al, 2009; Yeşil and Hırlak, 2013). Furtermore, Labafi (2017) argued that knowledge hiding in is a serious hindrance for supplying firms to innovate and serve customers' interest in the best possible means. Additionally, Rashed et al (2010) argued that knowledge hiding in a supply chains can affect the level of trust between exchange partners to some extent, which can further result in reduced productivity of the knowledge seeker.…”

Section: Literature Reviewmentioning

confidence: 99%

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

Butt

Ahmad

Shah

2020

Knowl Process Manag

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Knowledge hiding has been the topic of some research in supply chains in the last few years. These studies either identify antecedents of knowledge hiding or its negative consequences. However, studies pertaining to how knowledge hiding adversely affect buyer–supplier relationships are scant. Based on an initial pilot study comprising six semistructured with managers engaged in the process of buying and selling products and services, our results unveil three factors (lack of interpersonal trust, mutual loyalty, and limited interaction), which affect business relationship between managers of buying and supplying firms, when they hide knowledge from each other. This article concludes by discussing its initial contributions to theory. Finally, study limitations and future research direction are articulated.

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Section: Literature Reviewmentioning

confidence: 99%

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

Butt

Ahmad

Shah

2020

Knowl Process Manag

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“…Fong and Slotta () found that knowledge hiding between co‐workers can actually result in higher turnover intentions amongst employees, which can be costly for firms. Labafi () found that knowledge hiding is a major obstacle of innovation in organizations with the potential to negatively impact employees' productivity. Serenko and Bontis () further contends that knowledge hiding from one party results in reciprocal knowledge hiding.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Second, findings from this study also build on other management disciplines including information management disciplines and organizational behaviour. For instance, Labafi () from information management discipline has empirically shown that knowledge hiding is a major obstacle of innovation in organizations with a potential to negatively impact employees productivity; however, it did not reveal why managers actually hide knowledge in the first place. This study builds on this body of literature by outlining factors of knowledge hiding between individuals buying and supplying firms in the supply chain.…”

Section: Implications For Theory and Practicementioning

confidence: 99%

Antecedents of knowledge hiding in a buyer–supplier relationship

Butt

2019

Knowl Process Manag

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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.

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“…Knowledge hiding, which is found to be a pervasive phenomenon in work settings (Connelly et al, 2012;Labafi, 2017), has started to draw research attention only in the last decade or so. It has been identified as one of the categories of deterrents to knowledge sharing (Qureshi & Evans, 2015), and a kind of "counterproductive work behaviors" (Bogilović et al, 2017;Serenko & Bontis, 2016) or knowledge risks (Labafi, 2017). Although knowledge hiding seems to imply opposite meaning to knowledge sharing literally, it does not refer to behavior contrary to the latter, since "a lack of knowledge sharing is likely only driven by an absence of knowledge itself" (Connelly et al, 2012, p. 67).…”

Section: Introductionmentioning

confidence: 99%

“…Nevertheless, a consensus in various aspects is still waiting to be reached. Previous studies have proved that knowledge hiding could be motivated by varying factors, including distrust (Labafi, 2017), reciprocity (Černe et al, 2014), competitive work environment, and lack of confidence (Kumar Jha & Varkkey, 2018) and the like.…”

Section: Introductionmentioning

confidence: 99%

Drivers of knowledge hiding in the university context

Yang

Ribière

2020

OJAKM

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Knowledge hiding, as an emerging novelty, has started to draw research attention since the last decade or so. Previous literature defined knowledge hiding as one’s deliberate attempt to withhold or conceal requested knowledge from another person and contended that three hiding strategies involved are playing dumb, evasive hiding, and rationalized hiding. Previous researchers found that knowledge hiding could be triggered by distrust, characteristics of the requested knowledge, and an intention to adapt to the social context. The purpose of this study was to investigate the reasons and motivations driving individuals to hide their knowledge in an academic context. A sequential mixed-method research design was adopted to help obtain a better understanding of knowledge hiding phenomena. A qualitative study was firstly conducted, which identified three primary independent constructs that may bring about knowledge hiding – interpersonal relationships, personal traits, sustaining personal knowledge advantage. Then the three constructs were further tested with a quantitative study. Results suggested that “personal traits” and “sustaining personal knowledge advantage” constructs significantly influenced knowledge hiding behavior, but the construct of “interpersonal relationships” had no significant influence on our sample’s knowledge hiding behavior.

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Knowledge hiding as an obstacle of innovation in organizations a qualitative study of software industry

Cited by 58 publications

References 40 publications

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

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

Antecedents of knowledge hiding in a buyer–supplier relationship

Drivers of knowledge hiding in the university context

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