Antecedents and consequences of knowledge hiding: The moderating role of knowledge hiders and knowledge seekers in organizations

Knowledge hiding is an intriguing concept with evident adverse effects on organizations, as it restrains creativity, hampers teamwork and collaboration, and ultimately affects organizational performance. Conversely, organizational knowledge is a critical resource for sustainable growth and marketplace success. However, studies on the predictors and consequences of knowledge hiding in an organization are scant, while the role of knowledge hiders and seekers in this context is largely unexplored. The present research fills this gap by identifying the predictors and analyzing the consequences of knowledge hiding in an organization. The study, strongly rooted in extant theories on the subject, is quantitative. It develops a conceptual model that it subsequently tests through a global survey of employees of multinational companies. The results show that - and how - knowledge hiding negatively impacts organizational performance, with project team performance and individual creativity being the two mediating variables in the verified model developed. The research further contributes to knowledge through prescriptions on how project team performance can be strengthened through collaborative efforts, and elucidations using the LMX theory. The research finally presents scholars with future research avenues, and executives with practicable directions towards industry application.