Purpose This study explores the drivers of knowledge sharing and the triggers of counterproductive behaviors such as hiding, hoarding and sabotage. Using paradox theory as a guiding lens, this study also aims to understand how these behaviors transition and coexist. Design/methodology/approach A qualitative research design was used, involving 33 semi-structured interviews with professionals from knowledge-intensive organizations. The data were analyzed using a systematic coding process to identify key themes. Findings Drivers and triggers of knowledge behavior were identified across individual, team and organizational levels. Furthermore, five paradoxes Ostracism and Social Exclusion, Leadership Encouragement, Incentives and Rewards, Transparency and Open Communication and Digitalization were categorized under the broader themes of belonging, performing, organizing, learning and digital paradoxes within the context of knowledge behavior. Originality/value Through semi-structured qualitative interviews, this study captures both productive and unproductive knowledge behaviors simultaneously, offering a holistic view of their interplay. Drivers and triggers were systematically categorized under individual, team and organizational levels, and five paradoxes, namely belonging, performing, organizing, learning and digital, enriching the theoretical and practical understanding of knowledge behavior dynamics.
Asha Thomas (2025) studied this question.