Knowledge hiding as an organisational phenomenon has started to attract research attention only in the last decade or so, although it may be a common behaviour in the workplace. Emerging research findings suggest that knowledge hiding is not necessarily a negative act with detrimental outcomes. Why do employees hide their knowledge? What can organisations do to encourage knowledge sharing in the workplace? Drawing on 52 studies published in academic English and Chinese journals over the period of 1997–2017, this study conducts a systematic review on knowledge hiding to clarify the concept, analyse existing research findings, identify research gaps and shed light on future research direction theoretically and empirically. The study has practical implications for organisations in terms of what human resource management interventions may be adopted to minimise undesirable knowledge hiding behaviours and to build trust among employees and enhance organisational effectiveness.
- human resource management practices
- knowledge hiding
- knowledge sharing
- strategic HRM