Knowledge hiding and team creativity: the contingent role of task interdependence

Sik Wah Fong, Chenghao Men, Jinlian Luo, Ruiqian Jia

Research output: Journal article publicationJournal articleAcademic researchpeer-review

87 Citations (Scopus)


Purpose: Creativity and innovation are crucial in improving the organizational performance and sustaining competitive advantage. The purpose of this paper is to investigate the relationship between knowledge hiding and team creativity. Design/methodology/approach: The authors tested the hypotheses with a sample of 87 knowledge worker teams involving 393 employees and employers in China. Findings: Knowledge hiding is negatively related to team creativity, fully mediated by absorptive capacity. In addition, the negative relationship between knowledge hiding and absorptive capacity would be weakened by task interdependence. Practical implications: Team managers should take measures to avoid the development of knowledge hiding, which is indirectly related to team creativity via absorptive capacity within a team, and motivate team members to share more knowledge by training to improve their feelings of accountability, responsibility, and duty. In addition, managers can decrease knowledge hiding by strengthening within-team task interdependence. Originality/value: This study is one of the first to investigate the relationship between knowledge hiding and team creativity and the moderating role of task interdependence in the relationship between knowledge hiding and absorptive capacity.
Original languageEnglish
Pages (from-to)329-343
Number of pages15
JournalManagement Decision
Issue number2
Publication statusPublished - 1 Jan 2018


  • Absorptive capacity
  • Knowledge hiding
  • Task interdependence
  • Team creativity

ASJC Scopus subject areas

  • Business, Management and Accounting(all)
  • Management Science and Operations Research

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