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Understanding the Role of Tacit and Explicit Knowledge Hiding in Organizations

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Survey analysis reveals knowledge hiding motivations in professionals, indicating trust crucial for knowledge sharing.

Participants acknowledged engaging in knowledge hiding behaviors, which were driven by trust and fear.
Results indicated three forms of knowledge hiding: rationalized hiding, evasive hiding, and playing dumb.
The study used an 11-stage survey design methodology to collect data from 285 Knowledge Management professionals.
Findings emphasize the important influence of leadership on knowledge hiding and sharing in organizations.

Wiggins et al. (2025) studied this question.

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