Demystifying knowledge hiding and envisioning a synthesized theoretical perspective: an integrated review

Purpose Despite the notable increase in scientific publications explaining the knowledge hiding (KH) behavior and its antecedents and consequences, the discourse on this topic remains fragmented, limiting the holistic theoretical understanding of the KH phenomenon. This study aims to explore the theoretical lenses that have been used to understand and analyze the KH phenomenon in the workplace. Design/methodology/approach This study carried out a systematic literature review to advance the extensively researched domain of the KH phenomenon. Following a robust research protocol, the authors reviewed 155 peer-reviewed articles published in well-recognized research outlets. Findings This study has conceptualized and synthesized the current theoretical knowledge on KH. The findings suggest that the reviewed articles have used diverse theories, both in isolation and in combination with other theoretical lenses, to investigate KH behavior. The predominant theories used are the conservation of resource theory, social exchange theory, psychological ownership theory, social identity theory, social learning theory and the theory of planned behavior. Research limitations/implications These theories can be further used to examine various facets of KH (e.g. dyadic, triadic or extended). It is feasible to improve the current understanding of KH in organizations by identifying the positive outcomes apart from the established negative consequences of such behavior. This will help elucidate what kind of KH exists, to what extent it is beneficial and what outcomes are detrimental to organizations. Originality/value To the best of the authors’ knowledge, this is the first study that explicitly focuses on the theoretical foundations of KH. It proposes an integrated, cross-disciplinary, theory-based framework and presents suggestions for future research in this field. The framework can be used to examine various facets of KH (e.g. dyadic, triadic or extended). It can improve the current understanding of KH in organizations by identifying the positive outcomes apart from the established negative consequences of such behavior.