This study adds to the growing research exploring the consequences of knowledge hiding in organizations. Drawing from the social exchange theory and the norm of reciprocity, this paper examines the direct and indirect—via distrust in supervisor—relationships between supervisor knowledge...

Drawing from the conservation of resources (COR) theory as the overarching framework, this study develops a collaborative view on mitigating team knowledge hiding facets (i.e., evasive hiding, playing dumb, and rationalized hiding). It proposes team embeddedness as an attachment construct...