Antecedents of knowledge hiding in a buyer–supplier relationship

Knowledge management has been the subject of much research in buyer–supplier relationship literature. Many of these studies outline the benefits attributed to buying and supplying firms as a result of knowledge sharing between its managers. However, it is important to note that managers across firms can also deliberately hide knowledge from each other during their business interaction. This study fills this important gap in the buyer–supplier relationship literature. On the basis of 16 semistructured dyadic interviews with managers of buying and supplying firms, results reveal that managers across firms intentionally hide knowledge from each other when there is a lack of personal relationship between them. Other determinants include need to reciprocate, restrictions from senior management, fear of evaluation, and the expectation of outcomes. The paper concludes by articulating its contribution to the theory and practice, alongside limitations and future research directions.