Mitigating knowledge hiding in firms: an exploratory study

Abstract

Purpose

The purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.

Design/methodology/approach

This study employs a multiple case study methodology for studying nine United Arab Emirates-based (UAE-based) firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.

Findings

Based on the qualitative interviews and comprehensive data analysis, results unveil three strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy.

Research limitations/implications

This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to the UAE culture only.

Practical implications

Firms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.

Originality/value

This study contributes to knowledge hiding literature by revealing strategies which discourages knowledge hiding behavior in firms.

Citation

Butt, A.S. (2020), "Mitigating knowledge hiding in firms: an exploratory study", Baltic Journal of Management, Vol. 15 No. 4, pp. 631-645. https://doi.org/10.1108/BJM-01-2020-0016