Knowledge Hiding in Organizations.

Connelly, C. E., Zweig, D., Webster, J., & Trougakos, J. P. (2012). Knowledge Hiding in Organizations. Journal of Organizational Behavior, 33(1), 64-88.

Type

Journal article

Intellectual base

Primary research

Year

2012

Volume

33

Issue

1

Pages

64-88

DOI

10.1002/job.737

DOI registrant

Wiley

Link

https://doi.org/10.1002/job.737

Cited from

political_science

Cited by

1 citation across 1 artifact.

Each citation links to the sentence it supports in the citing article.

Primes

• Manufactured Dependency for Role Capture
  • Indispensable-expert hoarding — a specialist withholds documentation and training so no replacement can emerge; the role depends on exclusivity.

    This sourceDefines and investigates intentional knowledge hiding, including hoarding driven by a desire to preserve indispensability and competitive advantage.

    Supported in partVerified against the publisher's abstract

    The abstract establishes intentional knowledge hiding as a construct distinct from hoarding and predicted by distrust, but never mentions withheld documentation or training, blocked replacements, or indispensability-based exclusivity.

    “We establish that knowledge hiding exists, we distinguish knowledge hiding from related concepts (knowledge hoarding and knowledge sharing), and we develop a multidimensional measure of this construct. ... Each of these hiding behaviors is predicted by distrust, yet each also has a different set of interpersonal and organizational predictors.”

    Read by an automated reader; not a human review. How support was checked

Verification

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Does it back the claim? Read against the text for 1 of 1 citation: 1 supported in part. Each verdict is shown under its citation below, with what in the work backs the sentence.

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