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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.”

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.

This study aims to explore the mediating role played by the contradictory behaviour of knowledge sharing and knowledge hiding in the relationship between paradoxical leadership and employee creativity.

A survey was conducted with 276 employees working in information technology firms in India. “To assess the relationship between the constructs, single and parallel mediation analysis of structural equation modelling (SEM) and confirmatory factor analysis (CFA) have been performed”.

This study found that paradoxical leadership is significantly associated with employee creativity. Besides, it has also been found that knowledge sharing has emerged as a mediator that explains the relationship between paradoxical leadership and creativity, while knowledge hiding has not been a mediator to explain the relationship between paradoxical leadership and creativity among employees. According to the study, it was found that discouraging knowledge-hiding behaviour can increase employee knowledge sharing, which in turn fosters employee creativity.

Research has examined the relationship between paradoxical leadership and employee creativity in this paradigm, as well as the roles of knowledge sharing and knowledge hiding as mediators.

The results of this study will help top management to create strategies for enhancing the relationship between a leader and their subordinates by using effective knowledge management strategies that foster employee creativity. Employee creativity would be facilitated effectively by the paradoxical leader who regulates knowledge-hiding behaviour among employees and promotes knowledge-sharing behaviour.

This study addresses the gap in prior research by investigating the role of paradoxical leadership in managing the contradictory behaviours of knowledge sharing and hiding and their impact on employee creativity. As the motivation for knowledge sharing and hiding are inherently distinct, leaders with paradoxical qualities foster a culture of openness and trust to encourage knowledge-sharing while discouraging knowledge-hiding behaviour. By controlling knowledge-hiding behavior empowers employees to make meaningful contributions to the organization’s success through effective collaboration and teamwork, allowing for a more innovative and creative workplace. Because preventing knowledge-hiding behaviour is a means to promote knowledge sharing and ultimately foster creativity in an organisation. Overall, this paper offers unique insights into the intricate dynamics of knowledge management and provides valuable recommendations for leaders managing employees exhibiting contradictory behaviours in the workplace.

Drawing from moral exclusion theory, this study aims to examine a moderated mediation model for the relationship between perceived overqualification (POQ) and knowledge-hiding behavior directly and via perceived dissimilarity.

Using the convenience-sampling technique, time-lagged (three waves) data were gathered from 595 employees working in different hotels and event management firms. Hayes’ PROCESS macro was used to test the moderated mediation model.

Results showed that perceived dissimilarity among coworkers mediated the result of POQ on knowledge-hiding behavior. In addition, interpersonal disliking moderated the indirect effect in a way that this effect was strong when interpersonal liking was low.

Findings suggest that organizations should make the overqualified realize that they can also learn from their coworkers whom they perceive as less qualified. In this, the feelings of dissimilarity and disliking can be minimized that in turn may decrease the intention to hide knowledge.

The present study offers a new perspective for identifying the nexus between POQ and knowledge-hiding behavior by drawing upon moral exclusion theory and examining the mediating role of perceived deep-level dissimilarity.

Numerous studies have linked the role of knowledge sharing with project success, while limited attention has been given to the consequences of knowledge hiding. The unwillingness of leaders to share information may cause the failure of assigned tasks, thus affecting the success of any project. Withholding information by leaders can potentially result in incomplete ideas, thus causing poor innovative work behaviour (IWB) among employees. Despite such knowledge-hiding behaviour, most employees continue working positively towards IWB.

In order to test these proposed hypotheses, data were collected from active information technology (IT) projects using purposive sampling technique. The purposive sampling method was selected to specifically focus on projects that require innovation. A total of 324 responses were considered for final analyses, which were collected in time lag.

The study outcomes amplified the important issue of knowledge-hiding behaviour among leaders that adversely affected the IT project industry and how such behaviour led to failure as a result of poor IWB. Apparently, IWB intervened between knowledge-hiding behaviour among leaders and project success. However, high curiosity among employees seemed to reduce the negative effects of knowledge-hiding behaviour among leaders.

This study substantially adds to the leadership literature and holds immense importance for project professionals by drawing their attention to the neglected area causing project failure.

The concept of knowledge-hiding starkly contradicts the notions with which it is closely associated, such as knowledge-hoarding and knowledge-sharing. The understanding of the effect of humble leadership on follower knowledge-hiding behaviour is particularly limited, as it is significantly underdeveloped owing to its distinct nature. Ergo, this paper aims to explore the role of humble leadership and its ability to mitigate employee knowledge-hiding behaviour. Moreover, this study aims to investigate the mediating effect of employee self-efficacy and the trust that they have in their leader, based on the relationship between humble leadership behaviour and knowledge-hiding in Jordanian health-care organisations.

This study used a quantitative method, and 260 employees of Jordan’s health-care organisations completed an online self-report questionnaire. Further to this, structural equation modelling was used to test the hypothesised correlations.

According to the findings of this study, the leaders who exhibited humble behaviour mitigated their employees’ tendencies to engage in the two dimensions of knowledge-hiding (evasive hiding and playing dumb); however, they increased the tendency to practice rationalised hiding. Furthermore, the self-efficacy of employees and trust in their leader mediated the relationship between humble leadership and employees’ knowledge-hiding behaviour.

This study contributes to the literature by proposing and empirically demonstrating the impact of humble leadership across all three dimensions of knowledge-hiding behaviour, which in turn facilitates new discoveries in a developing country setting. This research expands and sheds light on the theory of humble leadership by proposing a motivational aspect in the negative relation between humble leadership and employees’ knowledge-hiding behaviour: employees’ self-efficacy and trust in their leader.

The purpose of this paper is to investigate how voluntary citizenship behaviour towards an individual (VCB-I) is linked with vicious knowledge hiding (VKH), and why members, within a mastery climate, tend to participate in less VKH after their engaging in VCB-I. The authors, according to the moral licensing theory, propose that moral licensing mediates the relationship between VCB-I and VKH, and that a mastery climate weakens the hypothesised link via moral licensing.

This study surveys 455 valid matching samples of subordinates and supervisors from 77 working teams in China at two time points and explores the relationship between VCB and VKH, as well as the underlying mechanism. A confirmatory factor analysis, bootstrapping method and hierarchical linear model were used to validate the research hypotheses.

The results show that VCB-I has a significant positive effect on VKH; moral credentials play a mediating role in the relationship between VCB-I and VKH; and the mastery climate moderates the positive effect of moral credentials on VKH and the mediating effect of moral credentials. In a high-mastery climate, the direct effect of moral credentials on VKH and the indirect influence of VCB-I on VKH through moral credentials are both weakened, and conversely, both effects are enhanced in a low-mastery climate. However, contrary to the expected hypothesis, moral credits do not mediate the relationship between VCB-I and VKH, which may be due to the differences in the mechanisms between the two moral licensing models.

Prior research has mainly focused on the “victim-centric” perspective to examine the impacts of others’ behaviour on employees’ knowledge hiding. Few works have used the “actor-centric” perspective to analyse the relationship between employees’ prior workplace behaviour and their subsequent knowledge hiding intention. In addition, this study enriches the field research on the voluntary aspects of organisational citizenship behaviour, which differs from its involuntary ones.

This study aims to ascertain the role of servant leadership in affecting the knowledge hiding behavior of employees. This study also unfurled the mediating role of prosocial motivation and moderating role of cynicism.

The data were collected from 324 employees working in the IT sector, a subsector of the service sector of Pakistan in two phases. The data was analyzed through hierarchal regression.

This study found servant leadership to be negatively related to knowledge hiding behavior. This study also confirmed the mediating role of prosocial motivation linking servant leadership to knowledge hiding. Finally, cynicism was found to moderate the relationship between servant leadership and knowledge hiding behavior.

This academic endeavor has confirmed the previously unexplored relationship between servant leadership and knowledge hiding behavior. Additionally, the study has explicated the mediating role of prosocial motivation in the said relationship. This study has also found that the relationship between servant leadership and knowledge hiding is moderated by organizational cynicism.

The purpose of this study is to examine the relationships among knowledge attributes (complexity and implicitness), interpersonal distrust, knowledge hiding (KH) and team efficacy and second, to explore a new dimension of KH.

Data for this research were collected from more than 940 employees working in manufacturing, information technology (IT), finance and the purification industry. Structural equation modeling was used to test hypothesized relationships.

First, the research confirmed the existence of bullying hiding behaviors in the knowledge economy era based on “knowledge power.” Second, the findings suggest that knowledge attributes are an important predictor of KH behaviors in organizations. The findings implicate the mediating effect of interpersonal distrust and the moderating role of team efficacy, while team efficacy negatively moderated the relationships between interpersonal distrust with evasive hiding and playing dumb, but positively moderated the relationship between interpersonal distrust with rationalized hiding and bullying hiding.

This is the first study to propose bullying hiding, a behavior that has emerged in organizational knowledge transfer, and it is more detrimental to knowledge sharing than other KH behaviors. The results of research on the different regulating effects of team efficacy on KH behaviors enrich the boundary conditions of KH research.

The purpose of this study is to test the relationship between abusive supervision and employee’s knowledge hiding behaviour among Indian information technology (IT) employees. The paper also strives to theoretically discuss and then seek empirical evidence to the two mediational paths (namely, psychological contract violation and supervisor directed aggression) that explain the focal relationship between abusive supervision and knowledge hiding.

To test the proposed hypotheses, the study draws cross-sectional data from Indian IT employees working in various IT firms in India. Data were collected at two time points (T1 and T2) separated by one month to counter the priming effect and neutralize any threat of common method bias. The final sample of 270 valid and complete responses was analysed using SmartPLS 3 to test the hypotheses.

Results showed that abusive supervision is positively related to employee’s knowledge hiding behaviours. Also, both psychological contract violation and supervisor directed aggression partially mediates the abusive supervision-knowledge hiding behaviour linkage.

First, the current study has tested the positive relationship between abusive supervision and knowledge hiding behaviours unlike most of the previous investigations that have focussed on knowledge sharing behaviour (the two are different constructs having different antecedents). Second, the study also empirically investigated the two parallel mediational routes, namely, psychological contract violation and supervisor directed aggression that explains the blame attributed by the beleaguered employee that led to covert retaliatory behaviour, such as knowledge hiding.