Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support

Abstract

In higher education institutes, knowledge sharing is part and parcel for the success of the individuals and institutions. However, there are a number of instances where employees are found to be indulged in knowledge hiding. This paper explores this novel construct by targeting permanently faculty of private and semi-private higher education institutes of Pakistan. Theorizing on social learning and exchange theory, this study proposes that employees are indulged in knowledge hiding which sensitizes a reciprocal loop of distrust among colleagues and as a consequence the target is later also reluctant to share the required information. This finally leads to decreasing the creativity of the hider too. Furthermore, it has been proposed that perceived supervisory support can play an important role in decreasing the negative effects of knowledge hiding on the creativity of the hider. Implications and recommendations for future research prospects in the said area are also highlighted