Understanding knowledge hiding in organizations

By Catherine E. Connelly, Matej Cerne, Anders Dysvik, Miha Škerlavaj. Journal of Organizational Behavior, 2019

360 citations recorded by the source corpus.

J Organ Behav. 2019;40:779–782. Summary In our introduction to this special issue on understanding knowledge hiding in organizations, we provide some context to how andwhy this phenomenon should be studied. We then describe the five articles that comprise the special issue, and we note some common themes and divergences in this collection. Our introduction concludes with some suggestions for future research on knowledge hiding in organizations.

Subfields: Communication, Demography, Information Systems and Management

View Paper: https://www.semanticscholar.org/paper/d1359e67515ff1c242d4bfaa4704cdfe178893b4

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Muhammad Rasyid Abdillah
2. Rizqa Anita
3. Weishen Wu
4. Hadar Nesher Shoshan
5. Laura Venz

In Demography

1. Muhammad Rasyid Abdillah
2. Rizqa Anita
3. Weishen Wu
4. Hadar Nesher Shoshan
5. Laura Venz

In Information Systems and Management

1. Muhammad Rasyid Abdillah
2. Rizqa Anita
3. Weishen Wu
4. Hadar Nesher Shoshan
5. Laura Venz

Citations in the corpus

• Be smart, play dumb? A transactional perspective on day-specific knowledge hiding, interpersonal conflict, and psychological strain (2021, background): “This finding supports other evidence that indicated meaningful differences between evasive hiding and playing dumb (e.g., Burmeister et al., 2019), pointing to the usefulness of examining the knowledge hiding facets as separate constructs (Connelly et al., 2019).”
• Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, background): “Given the importance for managers to design appropriate strategies for minimising threats from KH and the call for scholars to add empirical studies about KH (Connelly et al., 2019), what mechanisms may prevent organisational members’ KH behaviours must be investigated.”