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Tung Dissertation 2021.pdf (1.34 MB)

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Knowledge Hiding: Its Antecedents and Its Impacts on an Organization's Knowledge Use

Tung, Tony
http://rave.ohiolink.edu/etdc/view?acc_num=casedba1625760286205675

Abstract Details

2021, Doctor of Business Administration, Case Western Reserve University, Weatherhead School of Management.
A firm's performance depends on, among other factors, whether its staff is willing and able to share knowledge and learn from each other. These knowledge management activities have become crucial in today’s business environment due to a high rate of technological and market change. At the same time, organizational knowledge exchange is rarely considered from the viewpoint of both the provider and the recipient and especially what prevents such processes. In this mixed-methods exploratory study, we address the following research questions: What types of knowledge exchange processes do organizational members engage in, and what prevents them from doing so? What leads to knowledge hiding, and what individual and organizational factors contribute to it? In the qualitative strand of the study, we explore personnel’s knowledge-sharing experiences based on 29 in-depth interviews with knowledge workers sampled from the researcher’s personal network. The responses indicate that both knowledge providers and receivers feel they have a well-established relationship with one another. The findings indicate that they enjoy sharing knowledge once they have built up trust. Our findings from the qualitative study indicate the factors that positively influence knowledge-sharing behavior, but they also show the significance and prevalence of knowledge hiding. To fill this gap, we conducted a survey in the quantitative strand of this study to identify the dimensionality of knowledge-hiding behaviors and detect antecedents of such behaviors. Our research question is as follows: What organizational and individual factors affect knowledge hiding? The research model was validated using 310 survey responses and showed that organizational support (as an organizational factor) and selfishness (as an individual factor) positively affect knowledge-hiding. Our study is one of the first to integrate both organizational identification theory and perceived organizational support into an individual level knowledge-hiding model. Our findings emphasize the significance of the personnel’s emotional experience in receiving support from their organization. This affects their actions to protect the organization. Employees with positive perceptions that identify with their organization build a better knowledge-sharing climate, which reduces knowledge hiding.
Kalle Lyytinen, Ph.D. (Advisor)
113 p.
Organization Theory; Organizational Behavior; Personal Relationships
knowledge management; knowledge-sharing; knowledge hiding; perceived organizational support; organizational identification

Recommended Citations

Citations

  • Tung, T. (2021). Knowledge Hiding: Its Antecedents and Its Impacts on an Organization's Knowledge Use [Doctoral dissertation, Case Western Reserve University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=casedba1625760286205675

    APA Style (7th edition)

  • Tung, Tony. Knowledge Hiding: Its Antecedents and Its Impacts on an Organization's Knowledge Use. 2021. Case Western Reserve University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=casedba1625760286205675.

    MLA Style (8th edition)

  • Tung, Tony. "Knowledge Hiding: Its Antecedents and Its Impacts on an Organization's Knowledge Use." Doctoral dissertation, Case Western Reserve University, 2021. http://rave.ohiolink.edu/etdc/view?acc_num=casedba1625760286205675

    Chicago Manual of Style (17th edition)

casedba1625760286205675
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This open access ETD is published by Case Western Reserve University Doctor of Business Administration and OhioLINK.