Knowledge withholding by and from leaders: an emerging theoretical model

Nando Strik*, Mien Segers, Melvyn R. W. Hamstra, Barry Strauss

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

PurposeThis study aims to explore the reasons why leaders withhold knowledge by analyzing various types of relational contexts in which knowledge is withheld.Design/methodology/approachThis study is a content analysis of the memoirs of five reputed US general and flag officers. After analyzing 1,853 pages, the researchers collected 246 knowledge-withholding units and identified eight relational contexts. They build on interdependence, social identity and social exchange theories to develop an emerging model.FindingsThe data indicate (a) conflicting interests increase knowledge withholding, particularly among weaker parties; (b) common goals increase knowledge withholding when failure imposes greater risk, and when there is a lack of trust (c) parties may simultaneously experience competing and common goals in which behavior may be driven by their strongest (social) identity.Originality/valueThe insights indicate that knowledge withholding may be used as an effective leadership tool.
Original languageEnglish
Number of pages22
JournalJournal of Knowledge Management
DOIs
Publication statusE-pub ahead of print - 1 May 2025

Keywords

  • Knowledge withholding
  • Leaders
  • Interdependence theory
  • Social exchange theory
  • Social identity theory
  • Qualitative research
  • SHARE
  • TEAMS

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