Knowledge Hiding: The Effect on Organizational Learning

Understanding the strategic causes for knowledge to hide in organisations and their impact on organisational learning is the goal of this chapter. In order for the business to operate more successfully and efficiently, many managers expect their staff to openly share their knowledge with one another. Many aspects have been identified by the investigation as knowledge hiding triggers. Out of those, organisational learning is one of the influencing elements that is important to look at, along with the knowledge seeker's capacity for learning. Analysis further revealed that the primary aspect with the most driving power is the information seeker's capacity for learning. It has been connected to effects like diminished creativity, inventive work behaviour, poor individual performance, and interpersonal mistrust. The findings imply that in order to reduce information hiding within the context, organisations must preserve their capacity for learning, channel it, and meet the demands of knowledge searchers through appropriate training mechanisms and systemic knowledge management outlets. Knowledge hiding has earnest implications for organizations, relationships, and individuals.