Leader signalled knowledge hiding and erosion of co-created value: micro-foundational evidence from the test preparation industry

Pandey, J., Hassan, Y., Pandey, J., Pereira, V., Behl, A., Fischer, B. and Laker, B. ORCID: https://orcid.org/0000-0003-0850-9744 (2022) Leader signalled knowledge hiding and erosion of co-created value: micro-foundational evidence from the test preparation industry. IEEE Transactions on Engineering Management. ISSN 0018-9391 doi: 10.1109/TEM.2022.3149005

Abstract/Summary

This study is an initial step towards theorizing erosion of co-created value in knowledge-intensive workplaces. In doing so, our research examines how knowledge hiding behaviour instigated and promoted by organizational leaders can adversely impact the micro-foundations of the organization. The current study explores knowledge hiding in the Indian test preparation industry. To conduct our research inquiry, we applied a qualitative inductive approach. We interviewed 25 employees working in the test preparation industry, and the responses were analysed using the Gioia method, a variant of grounded theory. The findings of our study reveal how leader-signaled knowledge hiding (LSKH) in this industry hinders value co-creation for stakeholders through outcomes such as reduced organizational commitment, moral decoupling, team stratification, information asymmetry, and leader induced trust deficit. The current study synthesises findings of the explorative research complemented by a literature review to propose a conceptual framework.

Item Type	Article
URI	https://reading-clone.eprints-hosting.org/id/eprint/102685
Identification Number/DOI	10.1109/TEM.2022.3149005
Refereed	Yes
Divisions	Henley Business School > Leadership, Organisations, Behaviour and Reputation
Publisher	Institute of Electrical and Electronics Engineers
Download/View statistics	View download statistics for this item