Interorganizational knowledge hiding: empirical evidence from Karachi Green Line metrobus

Knowledge hiding is a counterproductive behavior not only for organizations but also for interorganizational projects, where multiple organizations are involved. This paper sets out to understand knowledge hiding’s antecedents and consequences, particularly in the context of interorganizational projects. For this purpose, Karachi Green Line Metrobus was examined. A single case study approach is employed in this paper. Empirical data were collected through semi-structured interviews and archival documents. Thematic analysis was utilized for data analysis. The findings present the antecedents of knowledge hiding, including distrust, time pressure, workplace envy, job insecurity and territoriality; the consequences of knowledge retention, such as poor working relationships, difficulty in meeting project objectives, emotional exhaustion, reciprocal knowledge hiding, and adverse effects on interdependent tasks.