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| The Developmental Logic of Knowledge Hiding: A Literature Review |
| Wen Zongchuan1,2,Wang Hui1,Wang Kewei1,Cui MinJie1 |
| (1.School of Economics and Management, Inner Mongolia University of Technology;2.Inner Mongolia Innovation Method Research Center, Hohhot 010051, China) |
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Abstract Knowledge hiding is a type of knowledge behavior activated by specific antecedent variables that threatens employees' work behavior, team performance and the long-term development of the organization. In order to further clarify the content, research scope and boundary of knowledge hiding theory, this study relies on the analysis framework of "trigger condition - influence mechanism-weakening mechanism" to take the domestic and foreign literature on knowledge hiding as the research object, and it conducts a review by the method of bibliometrics and induction. The study systematically combs the development logic of relevant literature on knowledge hiding at home and abroad, clarifies the keywords of literature retrieval, and retrieves the academic achievements published in relevant databases from 1986 to 2022 as the sample data. Based on the literature analysis, it attempts to clarify the research progress of the existing research on knowledge hiding at home and abroad, and predict future research trendsso as to provide theoretical reference forthe academic field.#br#Firstly, this paper explains the concept of knowledge hiding and clarifies the measurement methods and dimensions of knowledge hiding. This paper describes four key elements of knowledge hiding: binary interaction scenario， subjective behavior， awareness of protection and transmission of error sources. Secondly, although hiding knowledge is a typical counterproductive behavior in organizations, it still needs to be triggered by specific situations.Thus individual demand motivation is divided into internal and external parts to evaluate the relationship between demand motivation and knowledge hiding. From the perspective of internal motivation, the triggering behavior of employees' knowledge hiding may be influenced by personal values, cognitive differences, strong sense of psychological ownership and regional awareness of knowledge.Various individual characteristics also imply the decision-making influence of employees in knowledge flow. From the perspective of external incentives, knowledge hiding largely occurs in the context of employee power and knowledge asset protection. The important factors influencing this variable include organizational climate, leadership behavior, superior and subordinate relationships, interpersonal distrust and job characteristics. In addition knowledge hiding is also affected by the characteristics of knowledge itself, such as knowledge complexity and knowledge task relevance, and these characteristicstrigger knowledge hiding behavior. Thirdly, the influence mechanism of knowledge hiding on individual tasks and organizational performance is analyzed, and it is pointed out that knowledge hiding affects not only knowledge seekers, but also knowledge hiders themselves. At the same time, because leaders are used to have the final say over employees' task assignments, performance rewards and punishment evaluation and career development opportunities, knowledge hiding behavior in the relationship between superiors and subordinates has an important impact on employees' work attitude and behavior. Although most studies indicate that knowledge hiding has a certain negative impact on employees' innovative work behavior, under specific boundary conditions, knowledge hiding can also bring positive behavioral results through relevant mediation mechanisms. Finally, the paper combs throughthe foreign literature knowledge hidden weakening mechanism. Because knowledge hiding is an organizational phenomenon and knowledge management behavior based on specific antecedent negative emotions, knowledge management willintervene and controlthe recessive knowledge incentive methods such as performance, decrease or even eliminate negative reinforcement of tacit knowledge to reduce its negative effects on the individual, team and organizational level. In addition, as a unique mental model in China, the Doctrine of the Mean depicts the unique inhibitory effect of employees on team knowledge hiding behavior: "they want to fueling others' achievement while achieving their own success". The conservation theory and territorial behavior theory provide a new perspective for recognizing the inhibitory effect of the Doctrine of the Mean in knowledge hiding.#br#In order to provide theoretical reference and practical guidance for in-depth research on the related theory and empirical results of knowledge hiding in China, this paper proposes five development paths for the research of knowledge hiding in China: (1)consolidation the theoretical research on the dimension and measurement of knowledge hiding; (2)in-depth research on triggering conditions and influencing mechanism of knowledge hiding; (3)strengthening the research on the weakening mechanism of knowledge hiding; (4)deepening multi-level knowledge hiding category research; (5)enriching the research methods of knowledge hiding.#br#
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Received: 06 April 2022
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