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The purpose of this paper is twofold, first is to conceptualize the role of “psychological danger” and the consequent “interpersonal distrust” as the cause of knowledge hiding in organizations. Second, it proposes the role of “compassion” training to tackle this challenge to knowledge hiding. Thus, the overall idea contributes to the ongoing conversation on knowledge hiding and provides new insights into tackling the same.

This paper uses an integrative review technique to conceptualize the proposed relationships for model development. Extant work on knowledge hiding and its antecedents were reviewed to propose the new antecedents and outline how the compassion training may help combat the challenge posed. A theoretical lens of social exchange theory forms the basis for the proposed relationship.

This study forwards the reasons for knowledge hiding and the ways to tackle it. We observe that “psychological danger” (opposite of psychological safety) might lead to an interpersonal distrust between employees, and this may finally lead to knowledge hiding behavior. This interpersonal transaction leading to hiding behavior could be regulated by the compassion developed in an employee via training.

Although the research on “knowledge hiding” is progressing, there is still a lack of focus on findings answers to the challenges of the way “knowledge hiding” behavior is triggered. This study is unique in its proposal of an organizational intervention of “compassion” to tackle knowledge hiding.

This study proposes a new set of antecedents to the knowledge hiding behavior. It also conceptualizes a moderated mediation model that could be tested in future research. Future studies may employ an intervention-based experimental or longitudinal survey research to study the proposed relationship.

This research takes cognizance of the challenge organizations face due to knowledge hiding behavior and how it degrades the knowledge management systems. It proposes that if employees are provided with compassion training, it may help check the issue of “knowledge hiding.”

Though there have been umpteen discussions on knowledge sharing in organizations, there is a dearth of discussion on knowledge hiding acts, especially in learning organizations. The purpose of this paper is to introduce this novel construct “knowledge hiding” and to highlight its relevant aspects crucial to organizations.

The paper reviews published articles on knowledge hiding and proposes four broad categories to distinguish the causes of knowledge hiding. This paper further suggests substantial measures that managers need to emphasize for dealing with the dimensions that influence knowledge hiding acts, to alleviate or mitigate the causes behind knowledge hiding acts at the workplace.

This paper identifies the causes of knowledge hiding behaviors and segregates these causes under four broad categories, i.e. person-related, job-related, coworkers-related, and organization-related causes.

This paper provides valuable information on knowledge hiding acts in the workplace to the practitioners in a simplified structure, along with some practical remedies to manage such acts.

The authors wanted to study the antecedents of knowledge hiding from a leadership perspective.

The authors tested two hypotheses on high-tech employees in China. H1 was: “There is a curvilinear relationship between knowledge leadership and knowledge hiding behaviors.” H2 was: “Psychological ownership moderates the inverted U-shaped relationship between knowledge leadership and employees’ knowledge hiding behaviors such that this relationship is more pronounced among employees with high psychological ownership compared to employees with low psychological ownership.”

Results revealed an inverted U-shaped relationship between knowledge leadership and knowledge hiding. Psychological ownership moderates the link between knowledge leadership and knowledge hiding. The inverted U-shaped relationship between knowledge leadership and knowledge hiding was more significant among employees with higher psychological ownership, whereas the inverted U-shaped relationship became weaker among employees with lower psychological ownership.

The paper was significant because previous researchers had not studied the antecedents of knowledge hiding from a leadership perspective.

Knowledge hiding is a phenomenon in organizations that is commonly observed to be detrimental to the performance of employees. The purpose of this paper is to propose a conceptual framework, which uses social exchange theory and social identity theory to advance an understanding of how climate for innovation can dampen the negative impact of knowledge hiding on performance.

We have reviewed papers on the concept of knowledge hiding, social identity theory, social exchange theory as well as the literature on climate for innovation, in order to draw the relationships and propose a framework.

Based on the papers reviewed, this study conceptually advances the understanding that an organizational factor such as “climate for innovation” would prove beneficial to check and reduce knowledge hiding behavior i.e. unhide the knowledge and subsequently improve performance of employees in organizations.

This study proposes climate for innovation, as a factor that would influence the negative impact of knowledge hiding on performance. It is under the control of the managers to create such environment in their teams and the work settings, which would help un-hide the knowledge, and thereby promoting performance at workplace.

This paper contributes to the literature on knowledge hiding as well as the climate for innovation. This is the first work to propose an interaction of climate of innovation with knowledge hiding behavior and their overall impact on performance. The framework is explained in a simple term, to bridge the gap between academics and practitioner world.

There are always ways of giving answers without actually giving them. This is highly visible across different organizations these days. When the emphasis is on openness and knowledge sharing, there is an equivalent construct which takes up a totally different position known as knowledge hiding. The purpose of this paper is to decipher this novel construct knowledge hiding and to understand how unique and different it is from other prominent organizational behaviors.

The paper draws from published literature on knowledge hiding research to illustrate the uniqueness of the construct within organizational contexts and possible knowledge management strategies.

The paper dissects the construct knowledge hiding in organizations, illustrates how different it is from other prominent organizational behaviors, identifies the strategic factors engendering knowledge hiding, and warrants the effective addressal of the same.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The most critical element in the knowledge management process is not to facilitate knowledge sharing rather prevent inherent knowledge hiding. This paper attempts to address different dimensions of knowledge hiding and how to properly understand, analyze, and master the construct of knowledge hiding for organizational benefit.

Knowledge is the source of competitive advantage, but when shared at all levels. Unfortunately, there is a universal unruly present in the form of knowledge hiding at employees’ level, but the causes and remedies are still vague as past studies have rarely investigated the causes of daily knowledge hiding behavior. Against this backdrop, this study aims to entail a daily diary method investigation of the role of daily abusive supervision in daily employees’ knowledge hiding through the mediation of dehumanization and moderation of psychological capital.

The data for this study is collected using a daily diary method approach, which estimates the daily workplace events and their continuous influence on employees’ feelings (i.e. dehumanization) and actions (knowledge hiding). The daily responses of 279 respondents were considered useful for analysis purposes.

The findings of the study revealed that the daily events of abusive supervision have both direct and indirect (through dehumanization) influence on employees’ daily knowledge hiding behavior. Moreover, psychosocial capital has a significant conditional influence in the relationships of negative workplace treatments (abusive supervision and dehumanization) and their outcomes (i.e. knowledge hiding).

The study provides some theoretical and practical insights by providing the explanatory and coping mechanism between continuous abusive supervision and daily knowledge hiding behavior.

There is a dearth of literature that has focused on daily episodes of abusive supervision, dehumanization and knowledge hiding behavior. Furthermore, the moderating role of psychological capital has also been rarely investigated.

Employees may adopt deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands. Drawing from the conservation of resources (COR) theory, this study aims to develop and test a model of deceptive knowledge hiding (DKH) due to nonworking time information and communication technology (ICT) demands.

In total, 300 service employees have joined the three-wave surveys. Path analysis and bootstrapping methods were used to test the theoretical model.

Results suggest that knowledge requests during nonworking time could deplete employees’ resources and increase their tendency to engage in DKH, whereas work recovery and emotional exhaustion mediate this relationship. In addition, employees’ work–family segmentation preferences (WFSP) were found to moderate the direct effects of nonworking time ICT demands on employees’ work recovery and emotional exhaustion and the indirect effects of knowledge requests after working hours on DKH through employees’ work recovery and emotional exhaustion.

First, the findings of this study shed light on the relationship between knowledge requests during employees’ nonworking time and knowledge hiding, suggesting that knowledge hiding could occur beyond working hours. Second, drawing on COR theory, this study explored two joint processes of resource replenishment failure and depletion and how nonworking time ICT demands trigger knowledge hiding. Third, the interaction effect of individuals’ WFSP and nonworking time factors on knowledge hiding deepens the understanding of when nonworking time ICT demands may induce knowledge hiding through various processes.

As a counterproductive interpersonal work behavior, knowledge hiding inhibits team creativity, hampers collaboration and ultimately has a detrimental impact on organizational performance. Drawing upon the impression management perspective. This study aims to investigate how and when employees’ political skill affects their knowledge-hiding behavior in real work contexts.

The authors tested the hypotheses using data gathered from 266 employees in China using a time-lagged research design.

The results indicate that political skill positively influences knowledge hiding through the supplication strategy. Moreover, the positive effect of political skill on this strategy is stronger under higher levels of competition.

A cross-sectional design and the use of self-report questionnaires are the limitations of this study.

The authors contribute to the literature on the emergence of knowledge hiding by identifying an impression management perspective. The authors also contribute to the literature on political skill by exploring the potential negative effects of political skill in the interpersonal interaction. Moreover, the authors enrich the understanding of the literature in competitive climate by introducing the impression management theory and exploring its influence on knowledge floating.

Bullying knowledge hiding has been recently identified as a manifestation of knowledge hiding behavior. As a relatively new concept, it is still underexplored. Previous research has focused on the antecedents of bullying hiding. However, there is a lack of research on the negative consequences that bullying hiding may have on employees. This study aims to uncover the effects of supervisor bullying hiding on employees knowledge behavior. The study also aims to examine the moderating effect of power values and the mediating effect of job stress.

Data were gathered in two waves from 444 employees with higher education in Poland. Data collection was conducted in July and August 2022. A general linear model mediation analysis with jamovi Advanced Mediation Models software was used to examine the hypotheses.

The results indicate that bullying knowledge hiding by supervisors triggers subordinates’ job stress and aggression in the form of bullying knowledge hiding toward co-workers. Contrary to expectations, job stress does not mediate the relationship between supervisor bullying hiding and subordinate bullying hiding toward co-workers. Power-dominance values, contrary to power-resources values, moderate the above relationship.

As bullying hiding has significant potential to spread among organizational members, managers seeking to reduce it should check the personal values of job applicants and employees.

Based on the behavioral contagion and frustration–aggression–displacement theories, to the best of the author’s knowledge, this study is the first to investigate the relationships between supervisor bullying hiding, job stress, power values and subordinate bullying hiding toward co-workers.

New product development (NPD) projects are strategically important for firms’ operations but suffer from high failure rates. Leadership is a key factor for project success. However, in contrast to positive project leadership, project managers’ knowledge hiding has received little attention. Drawing on the input-mediator-output (IMO) framework and model of work team resilience, we explored the effect of project managers’ destructive knowledge hiding (i.e. evasive hiding and playing dumb) on project team performance (i.e. efficiency and effectiveness) and the serial indirect effect through team psychological safety and transactive memory systems.

We conducted a time-lagged multiple-sourcing investigation of Chinese high-tech firms and tested the hypotheses using data collected from 105 NPD project teams.

Our findings demonstrated that project managers’ knowledge hiding negatively affects NPD project team performance and indirectly negatively affects transactive memory systems through team psychological safety. Moreover, project managers’ knowledge hiding exerts a negative indirect effect on team performance through team psychological safety and transactive memory systems in serial.

This study contributes to the literature on operations management (OM) by broadening our understanding of the connection between project managers' destructive knowledge hiding and the failure of NPD projects. In providing such insight, it also offers practical guidance for overcoming team-level obstacles arising from project managers' knowledge hiding.