Understanding the Role of Tacit and Explicit Knowledge Hiding in Organizations

Abstract

Knowledge hiding (KHi) is the intentional withholding of knowledge from colleagues, often caused by a lack of trust. It takes three forms: rationalized hiding, evasive hiding, and playing dumb, with the latter two fueling ongoing mistrust. To address this, organizations promote sharing both Tacit Knowledge (TK) and Explicit Knowledge (EK), to improve teamwork, problem-solving, and workplace relationships. Recent studies highlight the challenge of distinguishing general knowledge from TK and the difficulty of articulating TK, which adds to its scarcity and value. Examining the intentions and motivations behind KHi and KHo, often driven by fear, provides important insights into organizational knowledge dynamics. This study aimed to identify key factors influencing individuals' decisions to share TK or engage in KHi or KHo behaviors in the workplace. Using an 11-stage Survey Design methodology, data was collected from 285 Knowledge Management (KM) professionals across five countries over 42 days. This comprehensive approach ensured a diverse and representative sample, enhancing the validity and applicability of the findings. Results revealed that participants were aware of and engaged in KHi, KHo, and Knowledge Sharing (KS) behaviors. They recognized that TK holders made deliberate sharing decisions based on trust, sincerity, skillsets, and expertise. This insight underscores the complexity of KM in organizational settings and the need for nuanced approaches to encourage KS. The study highlighted the need for future research to include leadership influences, which significantly impact KHi and KHo behaviors. This finding emphasizes the critical role of leadership in shaping knowledge-sharing cultures within organizations and suggests that effective KM strategies must consider leadership styles and practices. By addressing these complex issues, organizations can develop more effective strategies to promote KS, reduce harmful hiding behaviors, and ultimately enhance their competitive advantage through improved KM practices. The study's findings provide a foundation for future research and practical applications in organizational KM, potentially leading to more efficient and collaborative work environments.