HRMARS - Knowledge hiding, as an intentional and interactive behavior, has received widespread attention in organizational behavior and knowledge management in recent decades. Despite the rapid growth of related research, existing findings remain fragmented in terms of theoretical perspectives and research conclusions, and insufficient attention is paid to new forms of knowledge hiding in the context of artificial intelligence. Therefore, this paper reviews and integrates representative research in the field of knowledge hiding, providing a comprehensive assessment of existing literature from the perspectives of conceptual definition, theoretical foundation, antecedent mechanisms, and outcome effects. Research shows that knowledge hiding differs from knowledge withholding, knowledge non-sharing, or knowledge hoarding; its occurrence is mainly influenced by social exchange relationships, resource threat perception, motivational structures, and social learning processes, producing a series of negative consequences at the individual, interpersonal, and organizational levels. Based on this, the paper constructs a comprehensive and integrated theoretical framework that reveals the behavioral mechanisms of knowledge hiding. Finally, this paper proposes a future research agenda in the context of artificial intelligence, providing a reference for deepening theory on knowledge hiding and optimizing organizational knowledge management practices.
Wu et al. (Tue,) studied this question.