Mitigating knowledge hiding in a buyer‐supplier relationship: An exploratory study

Knowledge hiding has been the subject of much research in the management discipline, with a majority of the studies arguing that knowledge hiding generates negative outcomes such as reduced productivity of employees and decline in firm's business volume. However, it is arguable that managers wi...

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Bibliographic Details
Published in:Knowledge and process management 2020-07, Vol.27 (3), p.187-196
Main Author: Butt, Atif Saleem
Format: Article
Language:English
Subjects:
Knowledge
Motivation
Suppliers
Supply chains
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Summary:Knowledge hiding has been the subject of much research in the management discipline, with a majority of the studies arguing that knowledge hiding generates negative outcomes such as reduced productivity of employees and decline in firm's business volume. However, it is arguable that managers with certain traits may not necessarily engage in knowledge hiding in a buyer–supplier relationship. This study fills this important gap in buyer–supplier relationship literature in the supply chain context. This study relies on multiple case study methods and further employs 18 semistructured interviews (nine dyadic interviews) with managers from four different firms based in United Arab Emirates—two buying firms and two supplying firms. Results reveal that managers with five specific characteristics/traits do not usually engage in knowledge hiding (self‐monitoring, self‐efficacy, professional commitment, intrinsic motivation to share knowledge, developing friendships, etc.) with their supply chain counterpart. This article concludes by discussing theoretical and practical implications, alongside limitations and future research directions.
ISSN:1092-4604
1099-1441
DOI:10.1002/kpm.1626