Unveiling knowledge hiding in interorganizational projects

Knowledge hiding is generally a counterproductive behavior, not only for organizations but also for interorganizational projects where multiple organizations are involved. This article sets out to understand the antecedents and consequences of knowledge hiding and how to reduce knowledge hiding practices, particularly in the context of interorganizational projects. For this purpose, the Karachi Green Line Metrobus was examined. A single case study approach is employed in this article. Empirical data were collected through semistructured interviews and archival documents. Thematic analysis was utilized for data analysis. The findings present the framework for interorganizational knowledge hiding, which displays the interplay between antecedents, the consequences, and mitigation of knowledge hiding practices. By examining interorganizational knowledge hiding, this article contributes to the protection motivation theory.