Unveiling the dynamics of knowledge sabotage in knowledge-intensive contexts

Abstract

Knowledge sharing is pivotal for team performance and organizational success, especially in knowledge-intensive contexts. It fosters innovation and problem solving and enhances overall performance. Despite its critical importance, there are cases when individuals do not choose to share their knowledge and experiences, which is called knowledge sabotage. Knowledge sabotage is deliberately providing incorrect knowledge or concealing highly critical knowledge while being aware that this knowledge is needed and must be productively applied in the workplace. Understanding the predictors, dynamics, and consequences of knowledge sabotage is crucial for organizations to ensure the preservation and optimal use of their critical knowledge, thus safeguarding their operational resilience and efficiency. This study examines the phenomenon of knowledge sabotage, its types, underlying motivations, barriers, and consequences within organizations. Thirty in-depth interviews were conducted with participants working in knowledge-intensive contexts. The results revealed three forms of knowledge sabotage, namely providing distorted information, withholding requested information, and passive neglect. The findings also pointed to the negative effects of knowledge sabotage on organizational performance such as loss of time and efficiency, damage to company reputation, loss of trust, loss of corporate knowledge, and failure to achieve desired success and quality. The results emphasized the need for fostering trust and collaboration to mitigate knowledge sabotage within organizations. The findings are discussed with reference to the knowledge management literature.