Knowledge hoarding: A literature review

Bilginoğlu, Elif

doi:10.5267/j.msl.2018.10.015

Cited by 39 publications

(38 citation statements)

References 14 publications

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“…There is a difference between knowledge hiding and knowledge hoarding. Hiding knowledge is to refuse to give it to others while they are asking for it, while knowledge hoarding is the accumulation of knowledge right now, but it is possible that this knowledge will be shared in the future (Bilginoğlu, 2019). While knowledge sharing is a positive aspect of knowledge management, knowledge hoarding is a negative aspect (Holten et al, 2016).…”

Section: Knowledge Hoardingmentioning

confidence: 99%

“…In view of the effectiveness of achieving the objective of KM, other factors must be considered to achieve this end. An example of these hindering factors is knowledge hoarding (Bilginoğlu, 2019). It is common for organizations to pay attention to interventions at organizational level, technology, and relationships in order to obtain a value, in parallel with the belief in the need for effective management of the knowledge held by the organization in general, and employees in particular (Barley et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Al-Abbadi¹,

Alshawabkeh²,

Rumman³

2020

10.5267/j.msl

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The positive impact of knowledge management on innovation performance is no longer a mystery. However, the moderating role of knowledge hoarding remains undisclosed. Therefore, the present study aims to explore the moderating role of knowledge hoarding on the effect of knowledge management on innovation performance. On the ground of its design as a descriptive research, a questionnaire-based survey was developed, validated, and administered to a sample of 314 managers chosen from commerce and service organizations. Using multiple regression analysis and structural equation modeling (SEM), the results indicated that knowledge management processes (knowledge acquisition, dissemination, storage, sharing and application) exerted significant effects on innovation performance. Moreover, Knowledge hoarding exerted a significant negative effect on innovation performance. However, the results indicate that knowledge hoarding did not moderate the effect of knowledge management processes on innovation performance. This finding can be explained by the fact that, despite the negative impact of knowledge hoarding on innovation performance, this effect did not affect the relationship between knowledge management processes and innovation performance and this may be due to the nature of knowledge hoarded by employees in terms of relevance and scarcity. In the light of these findings, the study recommends that it is necessary to determine whether employees hoard knowledge, and distinguish how important this knowledge is for innovation performance. In fact, this is the contribution of the current study to knowledge management literature.

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Section: Knowledge Hoardingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Al-Abbadi¹,

Alshawabkeh²,

Rumman³

2020

10.5267/j.msl

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“…Knowledge hiding was also established under different organizational contexts including academia (Hernaus et al , 2018; Ladan et al , 2017; Peng, 2013; Qureshi and Evans, 2015; Vasconcelos, 2018). Nevertheless, as in the case of any established organizational behavior, knowledge hiding is also distinct and discrete in various cultural contexts (Arain et al , 2018; Bilginoğlu, 2019; Bogilović et al , 2017; Boz Semerci, 2018; Černe et al , 2017; Peng et al , 2018). The manifestation of knowledge hiding might be more explicit in occidental cultural orientation unlike in an oriental setting.…”

Section: What Is Knowledge Hiding?mentioning

confidence: 99%

Knowledge hiding in two contrasting cultural contexts

Issac

Baral

2019

VJIKMS

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Purpose The purpose of this study is to decipher the role of culture in determining knowledge-hiding tendencies of individuals. This study attempts to understand the different strategic factors (SFs) engendering knowledge hiding, model it and finally estimate the driving and dependency potency of these factors in two different cultural contexts – occidental and oriental. Design/methodology/approach The authors undertook content analysis of the pertinent literature to trace out the antecedents. These SFs engendering knowledge hiding were later modeled using total interpretive structural modeling (TISM) with the aid of R programming language and consequently subjected to Matriced’ Impacts Croise’s Multiplication Appliquée a un Classement (MICMAC) analysis to categorize these factors into: autonomous, depending, linkage and driving. Findings The analysis establishes personality traits as a common driving factor engendering knowledge hiding in both the cultural contexts. Emotional intelligence is a key driving factor in an occidental cultural context whereas interpersonal distrust drives knowledge hiding in an oriental cultural setting. The task in hand, its uncertainty and complexity are the other critical factors causing knowledge hiding in the oriental cultural context. Practical implications The study suggests organizations in the occidental setting to streamline their recruitment policy, giving due importance to the personality traits and emotional quotient of individuals. As task uncertainty and complexity are the critical driving factors in the oriental context, the organizations should undertake a delicate balancing act between reducing risk, removing uncertainty and progressing. Originality/value To the best of the authors’ knowledge, this is probably the first-ever attempt to apply comprehensive TISM and MICMAC on knowledge hiding, which characterizes the antecedents of knowledge hiding in two opposite cultural contexts and thereby offers to provide the required impetus for further research on the influence of culture in knowledge-hiding behavior.

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“…Many individuals consider knowledge as a source of power within an organisation that can render them some degree of superiority and protection against redundancy. Also, annoyance with the company may be another reason for the reluctance to share knowledge, whilst some individuals may take exception to not being sufficiently rewarded for sharing knowledge (Bilginoglu, 2019).…”

Section: Introductionmentioning

confidence: 99%

The influence of relationship and task conflict on the knowledge-sharing intention in knowledge-intensive organisations

Greunen

Venter

Sharp

2021

South African Journal of Business Management

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Purpose: It is well known that knowledge sharing amongst employees contributes positively to an organisation’s competitive advantage, but that individuals are sometimes, for various reasons, reluctant to share knowledge. Although various types of conflict may influence employees’ knowledge-sharing intention, there is a dearth of empirical research in this regard. The purpose of this study was to investigate the influence of relationship and task conflict on the knowledge-sharing intention of individual employees and to establish whether extrinsic or intrinsic motivation moderates the negative effect that relationship conflict, if any, may have on knowledge-sharing intention.Design/methodology/approach: Data were collected from 597 respondents employed at knowledge-intensive organisations. The hypothesised relationships in this study were assessed by means of general linear modelling.Findings/results: The results of the study reveal that ‘relationship conflict’ is significantly and negatively related to the dependent variable ‘knowledge-sharing intention’ and that this negative relationship is moderated by employees’ ‘intrinsic motivation’.Practical implications: The results imply that by intrinsically motivating employees, the negative effect of relationship conflict on knowledge sharing can be alleviated.Originality/value: Given the importance of managing conflict in the workplace in general and its potential negative influence on knowledge sharing, as well as the dearth of recent empirical research on the relationship between conflict and employees’ knowledge-sharing intention, this study addresses this gap in knowledge-sharing research. In addition, this makes a practical contribution by providing recommendations on how to manage conflict in the workplace. Understanding and managing different types of conflict in the workplace could increase knowledge sharing amongst employees and subsequently enhance organisational and employee performance.

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Knowledge hoarding: A literature review

Cited by 39 publications

References 14 publications

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Knowledge hiding in two contrasting cultural contexts

The influence of relationship and task conflict on the knowledge-sharing intention in knowledge-intensive organisations

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