Firm-level antecedents and consequences of knowledge hiding climate

Knowledge hiding at the firm-level has received limited empirical attention. We address this gap by examining the antecedents and consequences of knowledge hiding climate using two studies. We explore the role that human resource (HR) practices play as an antecedent of firm knowledge hiding, and the influence knowledge hiding has on innovation and firm performance. We find HR practices contribute to a lower climate of knowledge hiding and leadership trust interacts to discourage knowledge hiding further. We also find that knowledge hiding climate has a detrimental effect on product innovation and firm performance, and product innovation partially mediates the direct effect of knowledge hiding climate. Taken together, our two foci on knowledge hiding at the heretofore-neglected firm-level provide nuanced insights on important antecedents and performance outcomes of knowledge hiding climates within firms. We detail the practical implications of our findings and offer some recommendation on how firms can avoid such detrimental organizational climates emerging.

Automated summary

Knowledge hiding at the firm-level has been overlooked in empirical research. This study examines the antecedents and consequences of knowledge hiding climate. The findings suggest that HR practices and leadership trust influence knowledge hiding, and knowledge hiding negatively affects innovation and firm performance.