How knowledge hiding is undermining organisational success

How knowledge hiding is undermining organisational success

What are the reasons behind the increasingly prevalent phenomenon of “knowledge hiding” among employees and what can leaders do about it?

In today’s knowledge-driven economy, the effective sharing of information is critical to organisational success. However, as digital transformation across industries accelerates, workers are increasingly concerned about their job security.

A survey by PwC in 2024 with 19,500 workers across the Asia-Pacific region found that more than half of respondents are worried about their job security due to the rapid pace and far-reaching impact of technology-driven changes.

In Vietnam, this sense of uncertainty is even more pronounced. A striking 65 per cent of respondents report feeling uneasy about the ongoing transformations in their workplaces, and only 52 per cent express strong confidence in their job prospects over the next twelve months.

This heightened anxiety reflects a broader trend of concern regarding the potential for automation and job displacement in the wake of digital advances.

According to Dr Hoang Truong Giang, a lecturer of Management at RMIT University Vietnam, a fear of job loss amidst the digital transformation shift is giving rise to knowledge hiding behaviour. Workers may intentionally withhold information from their colleagues, striving to appear more indispensable or valuable to their organisations.

“This behaviour can have a damaging ripple effect on workplace dynamics. When employees refuse to share knowledge, collaboration is hindered, innovation stalls, and productivity declines. Moreover, it leads to duplicated efforts, wasted resources, and missed opportunities,” Dr Giang said.

He added that over time, such practices can foster a toxic workplace culture – one that discourages open communication and mutual support – ultimately resulting in higher turnover rates and diminished employee morale.

Man standing alone in elevator A fear of job loss amidst the digital transformation shift is giving rise to knowledge hiding behaviour. (Photo: Pexels)

Reasons behind knowledge hiding

As RMIT lecturer of Management Dr Tony Nguyen explains, knowledge hiding behaviour is not merely the result of individual shortcomings but often stems from deeper relational dynamics within organisations, such as:

1. Distrust: When employees feel that their colleagues do not have their best interests in mind, they are less likely to share valuable insights. For example, if a team member has previously experienced their ideas being stolen or misused, they may become reluctant to share knowledge in future discussions.

2. Lack of organisational commitment: Employees who lack commitment to their organisation may prioritise personal interests over collective goals. For instance, a sales representative who feels undervalued might withhold leads or strategies that could help the team succeed, believing that their own success is more important than the team's performance.

3. Employee characteristics: Certain employee traits can also drive knowledge hiding behaviours. Individuals with high levels of psychological entitlement may feel that their knowledge is too valuable to share, leading them to withhold information. An example could be the situation where a senior employee refuses to mentor a junior colleague, believing that sharing their expertise would diminish their own status in the workplace. Similarly, employees with low self-efficacy might fear that sharing their knowledge could expose their limitations.

4. Competitive organisational culture: An organisational culture that emphasises competition over collaboration can exacerbate knowledge hiding. When employees perceive their workplace as a battleground where individual success is prioritised, they may withhold knowledge to maintain a competitive edge. For instance, in a tech startup where developers are pitted against each other for bonuses, sharing code solutions can be seen as a disadvantage, leading to a culture of secrecy instead of teamwork.

(L-R) Dr Hoang Truong Giang and Dr Tony Nguyen (L-R) Dr Hoang Truong Giang and Dr Tony Nguyen

Strategies for leaders to mitigate knowledge hiding

Having recognised such underlying reasons, what can people leaders do? Dr Hoang Truong Giang and Dr Tony Nguyen recommend five important strategies to deal with knowledge hiding:

1. Foster trust: Leaders should actively work to build trust within their teams. This can be achieved through transparent communication, demonstrating reliability, and showing genuine concern for employees’ wellbeing. For example, a manager who regularly checks in with team members and acknowledges their contributions fosters a sense of safety that encourages knowledge sharing.

2. Encourage ethical leadership: Leaders should model ethical behaviour, reward transparency, and create a culture where sharing knowledge is valued and recognised. For instance, recognising employees who collaborate effectively in team meetings can reinforce the importance of sharing insights.

3. Enhance organisational commitment: Leaders can increase organisational commitment by aligning employees’ individual goals with organisational objectives. Providing opportunities for professional development, recognising employee contributions, and fostering a sense of belonging can motivate employees to engage in knowledge sharing rather than hiding. An example could be implementing mentorship programs where experienced employees guide newcomers.

4. Address employee characteristics: Understanding the individual traits of employees can help leaders tailor their approaches to encourage knowledge sharing. For instance, leaders could identify employees who lack confidence and offer them workshops on effective communication, so that they feel empowered to express their ideas without fear of judgement.

5. Create a collaborative culture: Developing a culture that prioritises collaboration over competition is vital. Leaders should establish clear knowledge management practices that facilitate sharing, such as creating platforms for collaboration and providing incentives for employees who contribute to a culture of openness. For example, implementing a shared digital workspace where employees can easily access and contribute to project documents can enhance collaboration and reduce knowledge hiding.

Dr Hoang Truong Giang emphasised, “Leaders play a crucial role in shaping workplace dynamics, and by fostering trust, ethical behaviour, and strong interpersonal relationships, they can mitigate the tendency for knowledge hiding and enhance overall organisational performance.”

In the end, a proactive approach to knowledge management not only benefits the organisation but also contributes to a more engaged and collaborative workforce.

“Addressing knowledge hiding is not just about improving processes; it is about building a culture where each employee feels valued and empowered to contribute their knowledge for the collective success of the organisation,” Dr Tony Nguyen concluded.

03 January 2025
Engage

Related news

Man working at laptop

How knowledge hiding is undermining organisational success
Media Release
Icon / Small / Calendar Created with Sketch. 03 Jan 2025

What are the reasons behind the increasingly prevalent phenomenon of “knowledge hiding” among employees and what can leaders do about it?

news-thumbnail-elaine-chew-fauxels-pexels.jpg

Reimagining HR: Beyond traditional boundaries
Business and management
Icon / Small / Calendar Created with Sketch. 01 Jan 2025

Human resource management is undergoing a transformative journey - one that challenges conventional approaches by prioritising employee experience, strategic partnership, and technological innovation.

Hand turning off switch

Nudging towards sustainability: Small changes, big impact
Media Release
Icon / Small / Calendar Created with Sketch. 13 Dec 2024

In an era of environmental challenges, a powerful yet subtle approach is emerging to drive sustainable change: behavioural economics. RMIT academic Dr Van Ha explains.

Smart and Sustainable Cities Forum panellists

Digital society in Vietnam: Bridging progress and potential
Business and management
Icon / Small / Calendar Created with Sketch. 12 Dec 2024

Joint research by the Ho Chi Minh City Digital Transformation Centre and RMIT University examines Vietnam's progress in building a digital society while underlining critical challenges.

Load more +