Why and when do people hide knowledge?

By He Peng. Journal of Knowledge Management, 2013

492 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/5912cac4ab8c3e2440d1c7037f3a4d097d68b7ed

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Citations in the corpus

How perpetrators and targets construe knowledge hiding in organizations (2015, background): “For example, Peng (2013) found that territoriality concerns can influence how much knowledge people will withhold from others.”
Knowledge withholding: psychological hindrance to the innovation diffusion within an organisation (2016, background): “Research on knowledge withholding has had a long history (e.g., Simmel, 1906), but has only established itself as a major research topic relatively recently (Riege, 2005; Webster et al, 2008; Connelly et al, 2012; Peng, 2013).”
Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate (2019, background): “As per social exchange theory, three factors of KH not only stop colleagues from developing innovative notions but also have an influence on the creative capabilities of knowledge hider and the team negatively (Černe et al., 2014; Peng, 2013).”
Knowledge Hiding in Academia: Is Personality a Key Factor? (2015, background): “Peng (2013) also suggested that knowledge hiding in an organization may harm organizational performance by damaging the collaborations, development of new ideas, or the implementations of policies.”
Ethical leadership and knowledge hiding: an intervening and interactional analysis (2020, background): “, 2019), including knowledge hiding behavior (Peng, 2013), as well as employees’ perception of MW (Rosso et al.”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “KH behaviour may disturb collaborations, internal knowledge flow, and new idea development within an organisation, which eventually harms the performance of an organisation (Peng, 2013).”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, background): “…(which is related to intrinsic motivation) than when they are doing it for rewards or when they are performance oriented (close to external regulation, defined below; Llopis & Foss, 2016; Lou, Fang, Lin, & Peng, 2013; Poortvliet, Janssen, Van Yperen, & Van de Vliert, 2007; Rhee & Choi, 2016).”