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Although scholars have provided sufficient empirical evidence on the effect of peer knowledge hiding on new product development (NPD) project team outcomes, little attention has been given to the relationship between project manager knowledge hiding and individual outcomes. Drawing on the job resources-demands model and a dyadic stressor perspective, this study aims to explore the effect of project manager knowledge hiding on subordinates’ turnover intentions as well as the mediating roles of challenge- and hindrance-related stress.

This study conducted a multiple-source survey of NPD project managers and their subordinates in China. Hypotheses were tested by using data collected from 171 manager–subordinate dyads in NPD projects.

The findings revealed that project manager knowledge hiding was positively associated with subordinates’ turnover intentions, challenge-related stress and hindrance-related stress. Project manager knowledge hiding imposed a positive indirect effect on turnover intentions through hindrance-related stress, whereas the mediating effect of challenge-related stress was not significant.

To the best of the authors’ knowledge, this study is one of the first to investigate the individual outcomes of top-down knowledge hiding as well as the mediating roles of challenge- and hindrance-related stress in the context of NPD projects.

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.

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 develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the moderating roles of perceived organisational politics and the perceived value of knowledge in this process.

The authors conducted a systematic literature review of research papers on the topic of knowledge hiding to develop a framework for mitigating knowledge hiding.

This paper conceptualises social capital into three interrelated dimensions (e.g. structural, cognitive and relational). Based on the findings of the review, all the three social capital dimensions can potentially mitigate an individual’s propensity towards knowledge hiding. Additionally, the paper integrates two potential moderators: perceived organisational politics and perceived value of knowledge, which could undermine the outcomes of social capital in mitigating knowledge hiding.

Although the proposed framework may provide preliminary insights to practitioners and scholars, one of its key limitations is that it is conceptual. Future empirical research is needed to validate the proposed framework.

Existing research has focused on studying the antecedents and consequences of knowledge hiding. However, scant scholarly work explores how such behaviour can be mitigated. This paper addresses this gap and contributes to understanding how organisations can alleviate the prevalence of knowledge hiding by developing their social capital and by focusing on contextual factors.

This study aims to propose and test a model explicating the antecedents and consequences of knowledge sabotage.

Data obtained from 330 employees working in the Turkish retail and telecommunication sectors were analyzed by means of the Partial Least Squares Structural Equation Modeling technique.

Co-worker knowledge sabotage is the key factor driving knowledge sabotage behavior of individual employees, followed by co-worker incivility. Interactional justice suppresses individual knowledge sabotage, while supervisor incivility does not affect it. Co-worker knowledge sabotage reduces job satisfaction of other employees, which, in turn, triggers their voluntary turnover intention. Contrary to a popular belief that perpetrators generally benefit from their organizational misbehavior, the findings indicate that knowledge saboteurs suffer from the consequences of their action because they find it mentally difficult to stay in their current organization. Employees understate their own knowledge sabotage engagement and/or overstate that of others.

Managers should realize that interactional justice is an important mechanism that can thwart knowledge sabotage behavior, promote a civil organizational culture, develop proactive approaches to reduce co-worker incivility and strive towards a zero rate of knowledge sabotage incidents in their organizations. Co-worker incivility and co-worker knowledge sabotage in the workplace are possible inhibitors of intraorganizational knowledge flows and are starting points for job dissatisfaction, which may increase workers’ turnover intention.

This study is among the first to further our knowledge on the cognitive mechanisms linking interactional justice and uncivil organizational behavior with knowledge sabotage and employee outcomes.

This study aims to examine the micromechanisms of how knowledge culture fosters human capital development.

An empirical model was developed by using the structural equation modeling method based on a sample of 321 Polish knowledge workers employed in different industries.

This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does not, and this hiding is considered a waste of knowledge. If tacit knowledge does not circulate within an organization, it is a severe waste of an organization. The findings indicate that shame from making mistakes might impede the sharing of knowledge gained from making those mistakes, and in such cases, the knowledge remains hidden.

Leaders aiming to ensure human capital growth should implement an authentic learning culture composed of a learning climate and mistakes acceptance components that enable open discussion about mistakes on each organizational level.

The knowledge culture is found to be an essential element of building human capital but, at the same time, not sufficient without a learning culture, and its mistakes acceptance component. A permanent organizational learning mode that supports a continuous organizational shared mental model reframing is an antidote to tacit knowledge hiding.

This study aims to examine the antecedents of knowledge-seeking intentions (SIs) and efforts within new product development (NPD) teams.

Data was collected from 331 employees affiliated with 29 NPD teams across 18 Chinese firms in five high-tech and knowledge-based industries via an online assessment and a survey. Hierarchical linear modelling was used to test the hypotheses using HLM and Mplus software.

The results of this study show that intrinsic task motivation (IM) and personal task experience (TE) positively relate to SIs, whereas leadership support (LS) and shared culture (SC) negatively relate to knowledge-seeking efforts (SEs). SIs partially mediate the relationship between IM and SEs, while they fully mediate the relationship between TE and SEs. Additionally, customer orientation (CO) positively moderates the relationship between SIs and SEs.

Data collection was completed online by relying on an existing version of the Abedi Creativity Test. The samples involve 18 companies in a High-Tech Development Zone in China, which indicates limited generalizability.

Effective NPD depends on successful marketing–R&D integration and knowledge exchange within the NPD team. Besides, organizations need to find ways to stimulate NPD team members’ IM and also through various ways to inspire more efforts from team members under the condition of supportive leadership and culture.

This study contributes to the knowledge management and marketing literature on NPD teamwork by examining knowledge-seeking phenomena from the perspective of the internal knowledge market and contributes to knowledge-seeking research by revealing the antecedents of SIs and SEs at both the individual and organizational level.

Covid-19 cases are rising at a high rate in Thailand. Thailand’s administration has formulated many initiatives to combat the spread of coronavirus. However, during a pandemic, health-care workers have a diverse range of tasks that make it more challenging to continue working in hospitals. Consequently, the authors modeled the turnover intentions of health-care personnel to capture relevant psychological aspects of employees during the pandemic. Specifically, this study aims to focused on the moderating role of Covid-19 burnout (CBO) in the relationship between transformational leadership (TL) and job turnover intentions (JTI) with job satisfaction (JS) and knowledge hiding (KH) as mediators.

This research collected data using self-administered questionnaire. A two-stage partial least square–structural equation modeling (PLS-SEM) is carried out as an analysis technique to measure the linear relationship among constructs. The study tests hypotheses (direct and indirect effects) using 310 sample size of health-care personnel.

The findings indicated that CBO intensified the JTI of health-care personnel and strengthened the association of JS and KH with JTI during the Covid-19 pandemic. TL had a negative indirect effect on JTI. In addition, JS had a negative impact on JTI.

The study highlights the importance of TL and JS as ways to reduce or alleviate JTI in health-care personnel during the Covid-19 pandemic in Thailand. Furthermore, CBO and KH can enhance JTI in health-care personnel.

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

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.

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.

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.

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.

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

The purpose of this paper is to explore the antecedents of top-down knowledge hiding in buying and supplying firms.

This study uses a multiple case study methodology by considering four UAE-based firms and further employing 20 semi-structured interviews with managers of buying and supplying firms having a local and foreign nationality.

Based on the qualitative interviews, senior managers were found to be intentionally hiding knowledge from their managers based on five individual, three interpersonal and two firm-level reasons.

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

Firms can use the findings of this study to understand what really motivates senior managers to intentionally hide knowledge from their subordinates. Also, this study provides some constructive guidelines to firms/senior management, which can discourage the culture of knowledge hiding in firms.

This study contributes to knowledge management literature by revealing multi-level and multi-faceted antecedents of top-down knowledge hiding in buying and supplying firms in the supply chain context.