In higher education institutes, knowledge sharing is part and parcel for the success of the
individuals and institutions. However, there are a number of instances where employees are
found to be indulged in knowledge hiding. This paper explores this novel construct by targeting permanently faculty
of private and semi-private higher education institutes of Pakistan. Theorizing on social learning and exchange
theory, this study proposes that employees are indulged in knowledge
hiding which sensitizes a reciprocal loop of distrust among colleagues and
as a consequence the target is later also reluctant to share the required
information. This finally leads to decreasing the creativity of the hider too.
Furthermore, it has been proposed that perceived supervisory support can
play an important role in decreasing the negative effects of knowledge
hiding on the creativity of the hider. Implications and recommendations for
future research prospects in the said area are also highlighted
Senior Assistant Professor, Department of Business Studies, Bahria Business School, Islamabad, Pakistan.
Professor, Department of Business Studies, Bahria Business School, Islamabad, Pakistan.
Senior Lecturer, Department of Business Studies, Bahria Business School, Islamabad, Pakistan.