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Determinants of top-down knowledge hiding in firms: an individual-level perspective

  • Atif Saleem ButtEmail author
Original Article

Abstract

While effective knowledge management is vital in supply chain networks, it is important to note that senior managers can also engage in the process of hiding knowledge. The purpose of this paper is to explore factors, which motivate senior managers of buying and supplying firms to deliberately hide knowledge from their managers in the supply chain context. Findings from multiple case studies suggest that, senior managers intentionally hide knowledge from their managers based on five individual-level reasons: indispensability, career prospects, job security, restricted permissions by business partners, and higher own profits. This paper concludes by discussing its implications to theory and practice, alongside limitations and future research directions.

Keywords

Knowledge hiding Supply chain management Case study UAE 

Notes

Compliance with ethical standards

Conflict of interest

The authors declare that they have no conflict of interest.

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Additional Readings

  1. Ahmad, A. B., Liu, B., & Butt, A. S. (2019). Predictors and outcomes of change recipient proactivity in public organizations of the Kurdistan region of IRAQ. International Public Management Journal.  https://doi.org/10.1080/10967494.2019.1588812.CrossRefGoogle Scholar

Copyright information

© Springer Nature Limited 2019

Authors and Affiliations

  1. 1.Department of Management, School of BusinessAmerican University of Ras Al KhaimahRas Al KhaimahUnited Arab Emirates

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