Knowledge and firm performance: The good and bad of concealment

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Organizational performance suffers when employees are reluctant to share knowledge with colleagues. To address the problem, firms need to understand the potential influence of cultural and situational factors and also identify circumstances where knowledge hiding can have positive consequences and should therefore be encouraged.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2024), "Knowledge and firm performance: The good and bad of concealment", Development and Learning in Organizations, Vol. 38 No. 6, pp. 50-52. https://doi.org/10.1108/DLO-09-2024-0251