Beyond knowledge sharing: Withholding knowledge at work

By J. Webster, G. Brown, David Zweig, Catherine E. Connelly, Susan E. Brodt, Sim B. Sitkin. 2008

203 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6f6f6e7f7d6aedc019d6de55b31c2a1a55b8b613

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Motivating Knowledge Sharing in Knowledge Management Systems (2014, background): “…in KMSs result in increased sales volume and costs savings, but many others have mistakenly assumed that employees will naturally share knowledge, and as a result, these companies have not realized expected benefits (Ewing & Keenan, 2001; Hickins, 1999; Voelpel et al., 2005; Webster et al., 2008).”
Blind in one eye: How psychological ownership of ideas affects the types of suggestions people adopt (2012, background): “For example, individuals may resist sharing their ideas with their colleagues in an attempt to hide or hoard them (Brown & Robinson, 2007; Webster et al., 2008) or, even if the ideas are shared, may want to retain exclusive control over them, resulting in the rejection of others’ attempts to…”
The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis (2019, background): “However, knowledge can be hidden when people feel a psychological ownership of that knowledge (Peng, 2013) that can generate knowledge hoarding (Webster et al., 2008) and so degenerate in negative organizational behaviors such as counterproductive work behaviors (CWB), aggression, social undermining”
Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain (2021, background): “…occur in interpersonal conflict, disrupt the social equilibrium at work (Andersson and Pearson, 1999), employees who face interpersonal conflict with coworkers may feel entitled to generally deny meeting coworkers’ requests for information, that is, to hide their knowledge (Webster et al., 2008).”
Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding (2020, background): “Other research has noted that knowledge hiding, and hoarding are barriers to knowledge sharing and can be characterized as knowledge-withholding behaviours (Webster et al. 2008).”
Collaboration and psychological ownership: how does the tension between the two influence perceived learning? (2011, background): “Owning certain knowledge or information gives superiority to the owner over those who don’t have this specific knowledge or information (Szulanski 1996; Webster et al. 2008).”
Knowledge withholding: psychological hindrance to the innovation diffusion within an organisation (2016, methodology): “For example, when organisational members are unable to transfer requested knowledge because they lack the relevant information, this can be interpreted as a failure of knowledge sharing, but not an example of knowledge withholding (Webster et al, 2008).”
Linking Tolerance to Workplace Incivility, Service Innovative, Knowledge Hiding, and Job Search Behavior: The Mediating Role of Employee Cynicism (2018, background): “…(b) evasive hiding, individual falsely assures the inquirer that the information requested will be given later; and (c) an individual who does both share even a fragment of the information Volume 11, Number 4, Pages 298–320302 (Connelly, Certo, Ireland, & Reutzel, 2011; Webster et al., 2008).”
How perpetrators and targets construe knowledge hiding in organizations (2015, background): “Indeed, knowledge hiding has been distinguished from a number of related, but distinct, behaviours such as deception, social undermining, incivility and territoriality (e.g., Webster et al., 2008).”
Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate (2019, background): “Evasive hiding may harm relational connections more seriously than rationalized hiding, where clarification is given for not giving the required knowledge, but rather it might be very evident that the learning is as a rule intentionally covered up (Webster et al., 2008).”
Perceptions of organizational politics, knowledge hiding, and employee creativity: The moderating role of professional commitment (2019, background): “Second, since knowledge is considered to be a source of power in the knowledge economy, employees hide knowledge to gain political advantage (Webster et al., 2008).”