Are there any antecedents of top-down knowledge hiding in firms? Evidence from the United Arab Emirates

2019 ◽  
Vol 23 (8) ◽  
pp. 1605-1627 ◽  
Author(s):  
Atif Saleem Butt ◽  
Ahmad Bayiz Ahmad
Keyword(s):  
United Arab Emirates ◽  
Qualitative Interviews ◽  
Structured Interviews ◽  
Top Down ◽  
Senior Managers ◽  
Firm Level ◽  
Case Study Methodology ◽  
Content Type ◽  
Foreign Nationality ◽  
Knowledge Hiding

Purpose The purpose of this paper is to explore the antecedents of top-down knowledge hiding in buying and supplying firms. Design/methodology/approach This study uses a multiple case study methodology by considering four UAE-based firms and further employing 20 semi-structured interviews with managers of buying and supplying firms having a local and foreign nationality. Findings Based on the qualitative interviews, senior managers were found to be intentionally hiding knowledge from their managers based on five individual, three interpersonal and two firm-level reasons. Research limitations/implications This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioural patterns with respect to United Arab Emirates culture only. Practical implications Firms can use the findings of this study to understand what really motivates senior managers to intentionally hide knowledge from their subordinates. Also, this study provides some constructive guidelines to firms/senior management, which can discourage the culture of knowledge hiding in firms. Originality/value This study contributes to knowledge management literature by revealing multi-level and multi-faceted antecedents of top-down knowledge hiding in buying and supplying firms in the supply chain context.

Consequences of top-down knowledge hiding: a multi-level exploratory study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atif Saleem Butt
Keyword(s):  
United Arab Emirates ◽  
Qualitative Interviews ◽  
Structured Interviews ◽  
Top Down ◽  
Firm Level ◽  
Case Study Methodology ◽  
Content Type ◽  
Multiple Case ◽  
Multi Level ◽  
Knowledge Hiding

Purpose The purpose of this paper is to explore the multi-level (individual, interpersonal and firm) consequences of top-down knowledge hiding in firms. Design/methodology/approach This study uses a multiple case study methodology by studying nine United Arab Emirates (UAE)-based firms. Furthermore, 26 semi-structured interviews with managers based in 9 different firms are undertaken. Findings Based on the qualitative interviews and comprehensive data analysis, four individual, one interpersonal and two firm-level consequences emerged. In addition, the consequences of top-down knowledge hiding are not multi-level, but multi-faceted too. Research limitations/implications This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to UAE culture only. Practical implications Firms can use the findings from this study to understand the multi-level and multi-faceted consequences of top-down knowledge hiding in firms. Also, this study provides some constructive guidelines to firms/senior management to mitigate the consequences of knowledge hiding in firms. Originality/value This study contributes to knowledge hiding literature by revealing multi-level and multi-faceted consequences of top-down knowledge hiding in firms.

Mitigating knowledge hiding in firms: an exploratory study

2020 ◽  
Vol 15 (4) ◽  
pp. 631-645 ◽  
Author(s):  
Atif Saleem Butt
Keyword(s):  
United Arab Emirates ◽  
Qualitative Interviews ◽  
Structured Interviews ◽  
Senior Managers ◽  
Case Study Methodology ◽  
Content Type ◽  
Incentive Policy ◽  
Chain Of Command ◽  
Hiding Behavior ◽  
Knowledge Hiding

PurposeThe purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.Design/methodology/approachThis study employs a multiple case study methodology for studying nine United Arab Emirates-based (UAE-based) firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.FindingsBased on the qualitative interviews and comprehensive data analysis, results unveil three strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy.Research limitations/implicationsThis study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to the UAE culture only.Practical implicationsFirms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.Originality/valueThis study contributes to knowledge hiding literature by revealing strategies which discourages knowledge hiding behavior in firms.

Strategies to mitigate knowledge hiding behavior: building theories from multiple case studies

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atif Saleem Butt ◽  
Ahmad Bayiz Ahmad
Keyword(s):  
Performance Appraisal ◽  
United Arab Emirates ◽  
Open Space ◽  
Qualitative Interviews ◽  
Structured Interviews ◽  
Case Study Methodology ◽  
Content Type ◽  
Multiple Case ◽  
Hiding Behavior ◽  
Knowledge Hiding

PurposeThe purpose of this paper is to explore how firms can mitigate knowledge hiding behavior among their managers.Design/methodology/approachThis study employs a multiple case study methodology by studying nine UAE based firms. Furthermore, 26 semi-structured interviews with senior managers are undertaken.FindingsBased on the qualitative interviews and comprehensive data analysis, results unveil six strategies that firms can opt for in order to mitigate knowledge hiding behavior among managers (reducing chain of command, developing informal interaction among managers, introducing and implementing incentive policy, initiating easy performance appraisal, encouraging higher interdependency among managers and introducing open space work stations).Research limitations/implicationsThis study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only. Second, the results presented in this study should be tested.Practical implicationsFirms can use the findings from this study to understand strategies that can help them to mitigate the knowledge hiding behavior of managers.Originality/valueThis study contributes to knowledge hiding literature by revealing strategies, which discourages knowledge hiding behavior in firms.

Role of personal relationships in mitigating knowledge hiding behaviour in firms: a dyadic perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atif Saleem Butt ◽  
Ahmad Bayiz Ahmad ◽  
Syed Hamad Hassan Shah
Keyword(s):  
United Arab Emirates ◽  
Personal Relationships ◽  
Structured Interviews ◽  
Senior Managers ◽  
Content Type ◽  
Frozen Food ◽  
Behavioural Patterns ◽  
Phenomenological Methodology ◽  
Knowledge Hiding

Purpose This paper aims to explore the role of personal relationships (friendships) in mitigating knowledge hiding behaviour between managers. Design/methodology/approach This study uses a phenomenological methodology by studying seven UAE-based firms. Furthermore, 30 semi-structured (15 dyadic) interviews with senior managers are undertaken. The senior managers were chosen from multiple industries including plastic, frozen food, logistics, etc. Findings Based on 30 semi-structured interviews and comprehensive data analysis, results reveal that the development of personal relationships between managers results in higher interpersonal trust, mutual loyalty, higher cooperation, strong mutual goals and cultivation of reciprocity. The result further states that these factors diminish knowledge hiding behaviour between them. Research limitations/implications This study has some limitations. First, this study explores behavioural patterns concerning the United Arab Emirates culture only. Second, the results presented in this study should be quantitatively tested to demonstrate their generalizability. Practical implications Firms can use this study’s findings to understand how and why personal relationships between managers within firms diminish knowledge hiding behaviour. Originality/value There is a dire need for research exploring how knowledge hiding can be mitigated in firms. This paper addresses this gap by exploring the role of personal relationships in the knowledge hiding literature.

Does knowledge hiding undermine buyer-supplier relationship performance in supply chains? A dyadic perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atif Saleem Butt ◽  
Syed Hamad Hassan Shah ◽  
Ahmad Bayiz Ahmad
Keyword(s):  
Supply Chain ◽  
United Arab Emirates ◽  
Business Performance ◽  
Structured Interviews ◽  
Case Study Methodology ◽  
Content Type ◽  
Lack Of Commitment ◽  
Relationship Performance ◽  
Knowledge Hiding ◽  
Supplier Relationship

Purpose The purpose of this paper is to explore how knowledge hiding affects buyer-supplier relationship performance in the supply chain. Design/methodology/approach This study uses a multiple case study methodology. Overall, 26 semi-structured interviews (13 dyadic interviews) with managers of buying and supplying firms (who have been a victim of knowledge hiding) were undertaken. Findings Based on comprehensive data analysis, results reveal seven factors that adversely affect buyer-supplier relationship performance (lack of trust, lack of cooperation and lack of commitment). In addition, results reveal that such factors reduced the firm’s business performance in terms of low-quality products, increased lead time and higher costs. Research limitations/implications This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to United Arab Emirates culture only. Practical implications Firms can use the findings from this study to understand how knowledge hiding in a buyer-supplier relationship adversely affects a buyer-supplier relationship performance. Originality/value A considerable weakness in buyer-supplier relationship literature is a need for a study examining how knowledge hiding harms buyer-supplier relationship performance in the supply chain. This paper addresses this gap.

Supply chains and COVID-19: impacts, countermeasures and post-COVID-19 era

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atif Saleem Butt
Keyword(s):  
Supply Chain ◽  
Structured Interviews ◽  
Senior Managers ◽  
Supply Chain Disruptions ◽  
Case Study Methodology ◽  
Content Type ◽  
Study Methodology ◽  
The Impact ◽  
Opening Up

PurposeThis paper explores the steps/countermeasures taken by firms to address supply chain disruptions in the wake of COVID-19.Design/methodology/approachThis study employs a case study methodology and employs 46 semi-structured interviews with senior managers of the three buying firms, four distribution centres and four supplying firms based in four countries (Pakistan, Sri Lanka, China and India).FindingsResults reveal that manufacturers are refining production schedules to meet the production challenges. Distributors are working with secondary suppliers to meet the inventory shortage. Finally, supplying firms are evaluating the impact of demand, focusing on short-term demand-supply strategy, preparing for channel shifts, opening up additional channels of communication with key customers, understanding immediate customer’s demand and priorities and finally becoming more agile.Research limitations/implicationsThere are some limitations to this study. First, the results of this study cannot be generalized to a wider population. Second, this study explores the interpretations of senior managers based in four Asian countries only.Practical implicationsSupply chain firms can use these findings to understand how COVID-19 is affecting firms. Firms can also use the suggestions provided in this study to mitigate the impact of COVID-19 and make the best out of this pandemic.Originality/valueThis study contributes to the supply chain disruption literature by exploring the robust countermeasure taken by supply chain firms amid COVID-19 outbreak. In particular, it explores such countermeasures from the perspective of three different entities (buyer, supplier and distributor) based in four different countries in the South Asian region.

Is guanxi important in a buyer-supplier relationship? Case of Chinese logistics industry

2020 ◽  
Vol 14 (1) ◽  
pp. 1-14 ◽  
Author(s):  
Atif Saleem Butt ◽  
Syed Hamad Hassan Shah ◽  
Abdullah Zafar Sheikh
Keyword(s):  
Qualitative Interviews ◽  
Business Culture ◽  
Negative Outcomes ◽  
Structured Interviews ◽  
Logistics Industry ◽  
Case Study Methodology ◽  
Content Type ◽  
Chinese Business ◽  
Communication Flow ◽  
Supplier Relationship

Purpose The purpose of this paper is to unveil negative outcomes associated with an absence of guanxi in a buyer–supplier relationship in Chinese logistics industry. Design/methodology/approach This study uses a case study methodology using 16 semi-structured interviews with managers engaged in the process of buying and selling logistics services in China. Findings Based on the qualitative interviews, managers experience lack of trust, lack of communication flow and reduced business volume when guanxi is absent in a buyer–supplier relationship in the Chinese logistics industry. Research limitations/implications This study has some limitations. First, the results of this study are not generalizable to a broader population. Second, this study explores behavioral patterns with respect to Chinese business culture only. Practical implications Firms can use the findings from this study to understand the consequence they can face when guanxi is absent in a buyer–supplier relationship. Originality/value This study attempts to offer a balanced perspective on the role of guanxi in a buyer–supplier relationship, particularly in the Chinese logistics industry, by considering how an absence of guanxi generates negative outcomes for firms.

Strategies to mitigate the impact of COVID-19 on supply chain disruptions: a multiple case analysis of buyers and distributors

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Atif Saleem Butt
Keyword(s):  
Supply Chain ◽  
Structured Interviews ◽  
Senior Managers ◽  
Supply Chain Disruptions ◽  
Case Study Methodology ◽  
Content Type ◽  
Business Operations ◽  
Multiple Case ◽  
Supplier Risk ◽  
The Impact

PurposeThis paper explores the steps/countermeasures taken by buying and distributing firms to address supply chain disruptions caused by COVID-19.Design/methodology/approachThis study employs a multiple case study methodology and conducts 36 semi-structured interviews with senior managers of nine different firms producing, procuring or distributing products from China and other highly impacted South Asian regions (Pakistan, Sri Lanka, India).FindingsResults reveal that buying firms are moving to agile production, focusing on tier-1 supplier risk, enhancing inbound material visibility and temporarily closing production facilities to respond to the challenges posed by COVID-19. Furthermore, distribution centres are modifying their inventory policies, evaluating alternative outbound routes and sources of supply to manage disruptions caused to their business operations amid COVID-19 outbreak.Practical implicationsSupply chain firms can use the countermeasures provided in this study to mitigate the impact of COVID-19 and make the best out of this pandemic.Originality/valueThis study contributes to the supply chain literature by exploring the countermeasures taken by firms to mitigate the impact of COVID-19. In particular, this study explores such countermeasures from the perspective of two different entities (buyers and distributors) along the supply chain. Firms can use the countermeasures highlighted in this study to mitigate the impact of COVID-19 on the supply chain.

“There is still a perception that homelessness is a housing problem”: devolution, homelessness and health in the UK

2016 ◽  
Vol 19 (2) ◽  
pp. 33-44 ◽  
Author(s):  
Martin Whiteford ◽  
Glenn Simpson
Keyword(s):  
Qualitative Interviews ◽  
Homeless People ◽  
Small Sample ◽  
Issue Salience ◽  
Structured Interviews ◽  
Healthcare Provision ◽  
Policy And Practice ◽  
Content Type ◽  
The Uk ◽  
Comparative Policy

Purpose The purpose of this paper is to provide an exploratory account of the links between devolution, homelessness and health in the UK. Specifically, it focusses on the policy context and governance structures that shape the systems of healthcare for homeless people in London, Scotland, Wales and Northern Ireland. Design/methodology/approach Empirically the paper draws on semi-structured interviews with a small sample of policy and practice actors from the devolved territories. Qualitative interviews were supplemented by a comparative policy analysis of the homelessness and health agenda within the devolved regions. Theoretically, it takes inspiration from Chaney’s concept of the “issue salience of homelessness” and explores the comparative character of healthcare as pertains to homeless people across the devolved territories. Findings The paper provides clear evidence of areas of divergence and convergence in policy and practice between the devolved regions. These features are shown to be strongly mediated by the interplay of two factors: first, the scope and scale of national and local homelessness prevention strategies; and second, intra-national variation in public health responses to homelessness. Originality/value The paper offers considerable insight from a comparative policy perspective into the nature of healthcare provision for homeless people in the devolved regions.

Academic's perceptions of work-integrated learning in non-vocational disciplines

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Gabrielle A. Lloyd ◽  
Bonnie Amelia Dean ◽  
Michelle J. Eady ◽  
Conor West ◽  
Venkata Yanamandram ◽  
...  
Keyword(s):  
Professional Learning ◽  
Personal Growth ◽  
Tertiary Education ◽  
Integrated Learning ◽  
Structured Interviews ◽  
Case Study Methodology ◽  
Content Type ◽  
Theoretical Approaches ◽  
Starting Point ◽  
Work Integrated Learning

PurposeWork-integrated learning (WIL) is a strategy that enhances student learning and employability by engaging students in real-world settings, applications and practices. Through WIL, tertiary education institutions forge partnerships with industry to provide students with access to activities that will contribute to their career-readiness and personal growth. The purpose of the paper is to explore academics perceptions of WIL from non-vocational disciplines, where WIL opportunities are less prevalent.Design/methodology/approachThe study employed a qualitative, case-study methodology to unpack academics' reflections on the question “What does WIL mean to you?” Semi-structured interviews were conducted with 33 subject coordinators across a number of non-vocational degrees at one university in Australia. Open coding and thematic analysis was used to explore qualitative data and identify common themes.FindingsData suggest that academics largely have placement-based understandings of WIL that cause tensions for embedding WIL meaningfully in their courses. Tensions surface when WIL is perceived as a pedagogy that contributes to the neoliberal agenda that sits in conflict with theoretical approaches and that restrict notions of career.Originality/valueAlthough WIL is not relevant in all subjects, these understandings are a useful starting point to introduce WIL meaningfully, in various ways and where appropriate, in order to provide students opportunities for learning and employability development. The paper has implications for faculty, professional learning and institutional strategies concerning WIL for all students.

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