Strategies to mitigate knowledge hiding behavior: building theories from multiple case studies

Abstract

PurposeThe purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.Design/methodology/approachThis study employs a multiple case study methodology by studying nine UAE based firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.FindingsBased on the qualitative interviews and comprehensive data analysis, results unveil six strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy, initiating easy performance appraisal, encouraging higher interdependency among managers and introducing open space work stations).Research limitations/implicationsThis study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only. Second, the results presented in this study should be tested.Practical implicationsFirms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.Originality/valueThis study contributes to knowledge hiding literature by revealing strategies, which discourages knowledge hiding behavior in firms.