The social-psychological approach in understanding knowledge hiding within international R&D teams: An inductive analysis

Knowledge hiding is widely considered a counter-productive workplace behavior that can hinder the employees' creativity and have negative impact on performance. Although companies are prone to encourage knowledge sharing practices, employees inclined hide their – tacit explicit. Often this happens in research development (R&D) process where team members may distrust each other or intentionally not hostile knowledge. The phenomenon of has increased interest researchers who explored it different views, there been little into antecedents social factors trigger relate behavior. In vein, current study seeks analyze through lens theory planned as guiding an in-depth qualitative research. Specifically, hiders' attitudes, subjective norms perceived behavioral control over along with cultural dimensions 15 international R&D teams investigated. exploratory, reveals fact cultivating environment collaboration beneficial removes organizational foundation hiding, which more likely result innovation within whole organization. A comprehensive theoretical framework proposed, its implications practice discussed aim nudging further explorations topic.