Leader Signaled Knowledge Hiding and Erosion of Cocreated Value: Microfoundational Evidence From the Test Preparation Industry
研究印度考试培训行业中领导者鼓励的知识隐藏行为如何通过降低组织承诺、道德脱钩等机制侵蚀利益相关者的价值共创，对知识密集型企业管理有启示。
This article is an initial step toward theorizing the erosion of cocreated value in knowledge-intensive workplaces. In doing so, our research study examines how knowledge hiding behavior instigated and promoted by organizational leaders can adversely impact the microfoundations 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 analyzed using the Gioia method, a variant of grounded theory. The findings of our study reveal how leader-signaled knowledge hiding in this industry hinders value cocreation for stakeholders through outcomes, such as reduced organizational commitment, moral decoupling, team stratification, information asymmetry, and leader-induced trust deficit. The current study synthesizes findings of the explorative research complemented by a literature review to propose a conceptual framework.