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Mitigating knowledge hiding in a buyer‐supplier relationship: An exploratory study
Author(s) -
Butt Atif Saleem
Publication year - 2020
Publication title -
knowledge and process management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.341
H-Index - 44
eISSN - 1099-1441
pISSN - 1092-4604
DOI - 10.1002/kpm.1626
Subject(s) - business , productivity , context (archaeology) , supply chain , marketing , knowledge management , exploratory research , economics , sociology , computer science , macroeconomics , biology , anthropology , paleontology
Knowledge hiding has been the subject of much research in the management discipline, with a majority of the studies arguing that knowledge hiding generates negative outcomes such as reduced productivity of employees and decline in firm's business volume. However, it is arguable that managers with certain traits may not necessarily engage in knowledge hiding in a buyer–supplier relationship. This study fills this important gap in buyer–supplier relationship literature in the supply chain context. This study relies on multiple case study methods and further employs 18 semistructured interviews (nine dyadic interviews) with managers from four different firms based in United Arab Emirates—two buying firms and two supplying firms. Results reveal that managers with five specific characteristics/traits do not usually engage in knowledge hiding (self‐monitoring, self‐efficacy, professional commitment, intrinsic motivation to share knowledge, developing friendships, etc.) with their supply chain counterpart. This article concludes by discussing theoretical and practical implications, alongside limitations and future research directions.