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Journal ArticleDOI

Techniques that facilitate knowledge hiding: perspectives of ethical dilemmas from both sides of the coin

15 May 2020-Development and Learning in Organizations (Emerald Publishing Limited)-Vol. 35, Iss: 2, pp 15-17
TL;DR: In this article, the authors examine the ethical dilemmas of a multi-dimensional contributor and end-user in the world of knowledge management by underscoring the different techniques of knowledge hiding observed in practice.
Abstract: This paper examines the ethical dilemmas of a multi-dimensional contributor and end-user in the world of knowledge management by underscoring the different techniques of knowledge hiding observed in practice.,We categorize the ethical issues into identity, ownership, privacy, and reputation. We also analyze the different knowledge hiding techniques organizations can use to provide privacy to their contributors.,To help organizations better understand how to implement knowledge hiding, we present a new typology: the Heptagon Model.,This manuscript provides a practice-oriented overview of the key knowledge hiding techniques. This overview provides the reader with an introduction to techniques used in an emerging and vital construct.
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TL;DR: In this paper , the authors investigate whether expected gains and losses in employee personal power influence employees' willingness to participate in knowledge transfer and determine the ways in which employees' personal power-expert and referent power influences their knowledge sharing and hiding behavior.
Abstract: Purpose The purpose of this research study is to determine the ways in which employees’ personal power-expert and referent power influences their knowledge sharing and hiding behaviour. There are hardly any studies that have investigated the effects of employee power and expectations regarding the consequences of divulging knowledge. In this study, the authors investigate whether expected gains and losses in employee personal power influence employees’ willingness to participate in knowledge transfer. Design/methodology/approach The authors adopted a two-wave survey design and collected critical data from 288 employees of knowledge-intensive industries identified through online techno-groups, such as Stack Exchange. In the first wave, out of the total, 192 knowledge workers attended the follow-up survey. The authors apply polynomial regression followed by surface response analysis to establish the effects of any discrepancy between the current levels of employees’ personal power and their expected levels if they divulge their unique critical knowledge. Findings The authors find out that employees having relatively strong personal power are more likely to share knowledge, and the expected losses in power are categorically associated with a reduced intention to share knowledge. The authors also observed an increased knowledge hiding with expected losses in power. Surprisingly, the authors find that these established negative outcomes are also specifically associated with the expected gains in personal power. Research limitations/implications The most significant contribution of this study is to establish that power plays an important but complex role in determining the employees’ participation in knowledge transfer activities. The authors specifically conclude that the optimal scenario for knowledge sharing is one in which the employees’ contributions are fairly valued and their reputation is not expected to change because of knowledge sharing. Originality/value To the best of the authors’ knowledge, this study is one of the first comprehensive studies that link power to both sharing and hiding of knowledge. This study is also unique in terms of its investigation of the effects of any discrepancy between current levels of employees’ personal power and their expected levels if they share or hide their unique critical knowledge. Thus, this research study is a unique contribution in terms of what and why of an untouched area in the entire knowledge management literature with a special focus on knowledge sharing and hiding.

11 citations

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01 Apr 2015

48 citations

Journal ArticleDOI
TL;DR: In this article, a biblio-morphological analysis is carried out for the first time in the area of a literature review in the field of neuroscience and leadership, which is a novel one and being spread across many disciplines warrants such a comprehensive approach.
Abstract: The collaboration of the field of neuroscience and leadership has invoked a general curiosity in the area of leadership studies. The discipline is giving copious amounts of inputs for the smooth functioning of the organization. Such collaborated studies attempt to establish improvements in the leadership research with the aid of thinking, feeling and knowing dimensions. Though generic understanding is available, the studies done on the neuro-leadership collaborations are far and few. The purpose of this paper mainly is to attempt to decipher the level of understanding the scientific world has on the inter-disciplinary interactions between neuroscience and leadership studies.,A biblio-morphological analysis is carried out. This integrated methodology is being introduced for the first time in the area of a literature review. The topic of interest is a novel one and being spread across many disciplines warrants such a comprehensive approach. The bibliometric analysis is carried out with the help of VOSviewer software.,The different parameters analyzed in this analysis are: mapping based on text data, index keyword, main authors who are the pioneers in the area, countries which are the leaders in the field of neuroscience and leadership studies. Such an analysis broadly outlines the present status of the research on the topic. Morphological analysis is executed by dissecting the topic into various dimensions and sub-options. These dimensions are then cross-matched in a matrix, known as the cross-consistency matrix. This matrix reflects the 174 research gaps that exist in this particular area.,The biggest contribution of this paper would be to underline the present status of the literature on neuroscience and leadership research and to develop a reference for future opportunities. This study attempts to make this document a vade mecum for both the industry and the academia in the area of neuroscience and leadership research.

9 citations