Beyond knowledge sharing: Withholding knowledge at work
This chapter discusses why employees keep their knowledge to themselves. Despite managers' best efforts, many employees tend to hoard knowledge or are reluctant to share their expertise with coworkers or managers. Although many firms have introduced specialized initiatives to encourage a broade...
| Main Authors: | , , , , , |
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| Format: | Book |
| Published: |
2008
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| Online Access: | http://hdl.handle.net/20.500.11937/33328 |
| _version_ | 1848753915822080000 |
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| author | Webster, J. Brown, Graham Zweig, D. Connelly, C. Brodt, S. Sitkin, S. |
| author_facet | Webster, J. Brown, Graham Zweig, D. Connelly, C. Brodt, S. Sitkin, S. |
| author_sort | Webster, J. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | This chapter discusses why employees keep their knowledge to themselves. Despite managers' best efforts, many employees tend to hoard knowledge or are reluctant to share their expertise with coworkers or managers. Although many firms have introduced specialized initiatives to encourage a broader dissemination of ideas and knowledge among organizational members, these initiatives often fail. This chapter provides reasons as to why this is so. Instead of focusing on why individuals might share their knowledge, however, we explain why individuals keep their knowledge to themselves. Multiple perspectives are offered, including social exchange, norms of secrecy, and territorial behaviors. © 2008 Emerald Group Publishing Limited. |
| first_indexed | 2025-11-14T08:32:06Z |
| format | Book |
| id | curtin-20.500.11937-33328 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T08:32:06Z |
| publishDate | 2008 |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-333282017-09-13T15:30:23Z Beyond knowledge sharing: Withholding knowledge at work Webster, J. Brown, Graham Zweig, D. Connelly, C. Brodt, S. Sitkin, S. This chapter discusses why employees keep their knowledge to themselves. Despite managers' best efforts, many employees tend to hoard knowledge or are reluctant to share their expertise with coworkers or managers. Although many firms have introduced specialized initiatives to encourage a broader dissemination of ideas and knowledge among organizational members, these initiatives often fail. This chapter provides reasons as to why this is so. Instead of focusing on why individuals might share their knowledge, however, we explain why individuals keep their knowledge to themselves. Multiple perspectives are offered, including social exchange, norms of secrecy, and territorial behaviors. © 2008 Emerald Group Publishing Limited. 2008 Book http://hdl.handle.net/20.500.11937/33328 10.1016/S0742-7301(08)27001-5 restricted |
| spellingShingle | Webster, J. Brown, Graham Zweig, D. Connelly, C. Brodt, S. Sitkin, S. Beyond knowledge sharing: Withholding knowledge at work |
| title | Beyond knowledge sharing: Withholding knowledge at work |
| title_full | Beyond knowledge sharing: Withholding knowledge at work |
| title_fullStr | Beyond knowledge sharing: Withholding knowledge at work |
| title_full_unstemmed | Beyond knowledge sharing: Withholding knowledge at work |
| title_short | Beyond knowledge sharing: Withholding knowledge at work |
| title_sort | beyond knowledge sharing: withholding knowledge at work |
| url | http://hdl.handle.net/20.500.11937/33328 |