Purpose In the contemporary knowledge-centric economy, unraveling the intricacies of knowledge sharing and hiding is paramount. Yet, extant studies often evaluate knowledge sharing and hiding on a standalone basis, overlooking the distinctive constructs that drive both behaviors. This study aims to delve into the nuanced relationship between ethical leadership and individuals’ inclinations to share or withhold knowledge, assessing the consequent implications for their individual competitive productivity. Design/methodology/approach This study encompasses two phases of data collection conducted through online surveys involving a total of 408 employees from the private sector. Findings The findings underscore ethical leadership positively correlates with knowledge sharing but not with knowledge hiding. Autonomous motivation bolsters knowledge sharing and mitigates knowledge hiding, whereas controlled motivation exhibits contrasting tendencies. Originality/value This research contributes novel insights into the complex interplay between leadership style, motivation, knowledge sharing, knowledge hiding and individual performance outcomes within organizational settings. It challenges conventional assumptions by demonstrating that ethical leadership fosters knowledge sharing, yet not knowledge hiding. In addition, it unveils the nuanced effects of different motivational orientations. The unexpected positive association between knowledge hiding and individual and collective performance underscores the complexity of knowledge dynamics within organizations, challenging prevailing views and suggesting avenues for further exploration. Overall, this study advances our understanding of the multifaceted dynamics shaping knowledge management practices and their implications for organizational performance.
Tan et al. (Thu,) studied this question.
Synapse has enriched 5 closely related papers on similar clinical questions. Consider them for comparative context: