Understanding knowledge hiding and establishing the effects of power on knowledge sharing and hiding

Knowledge hiding is an intentional attempt by an individual to withhold knowledge. This thesis has undertaken a detailed morphological analysis and as a result addresses two important research questions. First, it gives a comprehensive list of antecedents that trigger knowledge hiding and underscores the relevance of contexts like culture, job-experience etc. while studying knowledge hiding. Second, the thesis establishes that power plays an important, but complex role in influencing employee participation in knowledge transfer. This implies that the optimal situation for knowledge sharing is one in which employees' contributions are valued, and their reputation is not expected to change due to sharing knowledge.