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dc.contributor.authorWebster, J.
dc.contributor.authorBrown, Graham
dc.contributor.authorZweig, D.
dc.contributor.authorConnelly, C.
dc.contributor.authorBrodt, S.
dc.contributor.authorSitkin, S.
dc.date.accessioned2017-01-30T13:36:24Z
dc.date.available2017-01-30T13:36:24Z
dc.date.created2016-09-12T08:36:28Z
dc.date.issued2008
dc.identifier.citationWebster, J. and Brown, G. and Zweig, D. and Connelly, C. and Brodt, S. and Sitkin, S. 2008. Beyond knowledge sharing: Withholding knowledge at work.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/33328
dc.identifier.doi10.1016/S0742-7301(08)27001-5
dc.description.abstract

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.

dc.titleBeyond knowledge sharing: Withholding knowledge at work
dc.typeBook
dcterms.source.volume27
dcterms.source.startPage1
dcterms.source.endPage37
dcterms.source.isbn9781848550049
curtin.departmentSchool of Public Health
curtin.accessStatusFulltext not available


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