Mitigating knowledge hiding: how do active leadership styles and HRM practices matter?

Purpose We investigate how organizational factors of active transformational and transactional leadership styles, and human resources management practices mitigate knowledge hiding in organizations. Design/methodology/approach A conceptual framework is developed and evaluated through an empirical study with 223 professionals. The data were first analyzed with partial least squares to refine the model structure, then with necessary condition analysis to determine the impact level of each organizational factor for different thresholds of knowledge hiding. Findings Knowledge hiding is sensitive to HRM practices and the active leadership styles. Most practices associated with the latter have a pronounced mitigating effect even at low levels of knowledge hiding. These practices' importance increases significantly as the hiding behavior becomes dominant. HRM practices act only at high levels of knowledge hiding and have a limited mitigating effect. Originality/value We contribute to the intellectual capital and knowledge management literature by unveiling the overlooked roles of active leadership styles and HRM practices to mitigate knowledge hiding, a growing impediment to social capital and organizational learning. Leadership styles, representing the emerging context, are more critical mitigating factors than the formal HRM context. We provide managers with guidance on the factors' implementation at various levels of knowledge hiding. Leaders must primarily drive inspirational motivation, idealized influence and consideration to employees. When knowledge hiding is extremely present, the designed HRM context should promote justice through fair performance assessment, rewards and recognition.