Consequences of top-down knowledge hiding: a multi-level exploratory study

Abstract

Purpose

The purpose of this paper is to explore the multi-level (individual, interpersonal and firm) consequences of top-down knowledge hiding in firms.

Design/methodology/approach

This study uses a multiple case study methodology by studying nine United Arab Emirates (UAE)-based firms. Furthermore, 26 semi-structured interviews with managers based in 9 different firms are undertaken.

Findings

Based on the qualitative interviews and comprehensive data analysis, four individual, one interpersonal and two firm-level consequences emerged. In addition, the consequences of top-down knowledge hiding are not multi-level, but multi-faceted too.

Research limitations/implications

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to UAE culture only.

Practical implications

Firms can use the findings from this study to understand the multi-level and multi-faceted consequences of top-down knowledge hiding in firms. Also, this study provides some constructive guidelines to firms/senior management to mitigate the consequences of knowledge hiding in firms.

Originality/value

This study contributes to knowledge hiding literature by revealing multi-level and multi-faceted consequences of top-down knowledge hiding in firms.

Citation

Butt, A.S. (2021), "Consequences of top-down knowledge hiding: a multi-level exploratory study", VINE Journal of Information and Knowledge Management Systems, Vol. 51 No. 5, pp. 749-772. https://doi.org/10.1108/VJIKMS-02-2020-0032