Abstract/Summary

This study is an initial step towards theorizing erosion of co-created value in knowledge-intensive workplaces. In doing so, our research examines how knowledge hiding behaviour instigated and promoted by organizational leaders can adversely impact the micro-foundations of the organization. The current study explores knowledge hiding in the Indian test preparation industry. To conduct our research inquiry, we applied a qualitative inductive approach. We interviewed 25 employees working in the test preparation industry, and the responses were analysed using the Gioia method, a variant of grounded theory. The findings of our study reveal how leader-signaled knowledge hiding (LSKH) in this industry hinders value co-creation for stakeholders through outcomes such as reduced organizational commitment, moral decoupling, team stratification, information asymmetry, and leader induced trust deficit. The current study synthesises findings of the explorative research complemented by a literature review to propose a conceptual framework.