The mask of hidden knowledge behind advanced technologies: A case of distress, unlearning and knowledge transfer

This case study delves into a novel concept termed ‘knowledge hiding’, which refers to the deliberate act of concealing information within the context of contemporary workplace technology usage. It investigates the obstacles related to the transfer of knowledge among employees, often obstructed by self-interest and time constraints. The narrative centres around an employee named Pradeep Dhev, who heavily relies on a colleague for guidance and assistance in his application process responsibilities. This behaviour adversely impacts organisational operational efficiency. In this account, we explore the potential ramifications of technology knowledge gaps, particularly in the context of a custom application process known as ‘PRIAG’, exclusively developed for a specific organisation to boost productivity and optimise return on investment. However, the anticipated outcomes have not materialised as expected due to employees’ unethical reluctance to share their knowledge, driven by ambitions for advancement within the organisation. This situation creates substantial psychological pressure for mid-career employees like Dhev, who holds a G3 level position, leading to feelings of inferiority, psychological distress and the challenges of unlearning certain behaviours. The concept of knowledge hiding encompasses three interrelated components: ‘evasive hiding, rationalised hiding and playing dumb’. This study investigates the predictors of knowledge hiding and contributes to existing literature by emphasising the importance of employee training and development. It also raises awareness about the adverse effects of avoiding knowledge sharing on overall productivity and an employee’s mental well-being. To address this issue, the study suggests the application of theories such as the Interdependence Theory (IT) and Social Identity Theory (SIT), which provide valuable insights and strategies to mitigate challenges related to knowledge transfer and technology learning in the workplace. Additionally, organisations can consider maintaining a knowledge transfer database through blockchain or cloud computing to enhance overall performance and productivity.