Strategies for Preventing Knowledge Hiding in Organizations: An Integrated Framework

Knowledge hiding-the intentional withholding of knowledge from colleagues-has emerged as a critical barrier to organizational innovation, collaboration, and performance. While extensive research has examined the antecedents and consequences of knowledge hiding, comparatively less attention has been devoted to understanding how organizations can effectively prevent and mitigate this counterproductive behavior. This synthesized review integrates findings from three contemporary studies to propose a comprehensive framework for preventing knowledge hiding in organizations. Drawing on conservation of resources theory, social capital theory, social information processing theory, and social identity theory, we identify three interrelated strategic pillars: (۱) fostering team psychological safety and embeddedness, (۲) developing organizational social capital across structural, cognitive, and relational dimensions, and (۳) cultivating authentic leadership that enhances psychological safety and relational identification. The integrated framework reveals that effective knowledge hiding prevention requires a multi-level approach addressing team dynamics, organizational context, and leadership behavior simultaneously. Practical implications for managers and future research directions are discussed.

کلیدواژه ها:

Knowledge hiding ، knowledge management ، psychological safety ، social capital ، authentic leadership ، team embeddedness ، prevention strategies