The Interplay between Sensemaking and Knowledge Hiding: A Change Management Perspective

Abstract

Previous research indicates that organizational members who choose to hide knowledge from their colleagues orchestrate a domino effect of mistrust within the organization (Černe et al., 2014). What motivates organizational members to engage in knowledge hiding behavior? Through our academic studies, we have gained an interest in the concept of knowledge hiding, and we wanted to explore how it can be influenced by another captivating phenomenon, sensemaking, from a change management perspective. The Covid-19 pandemic forced many organizations to quickly adopt remote work, reconfigure supply chains, and transition to digital platforms in order to ensure survival. Additionally, geopolitical conflicts and wars have disrupted global markets, leading organizations to reassess their risk management strategies, relocate operations, and find new ways to maintain stability and security. However, uncertainty and ambiguity are virtually synonymous with organizational change. This study examines how members understand and interpret organizational changes, how this understanding influences their willingness to either share or hide knowledge, and how knowledge hiding impacts the overall process of sensemaking. We conducted in-depth, semi-structured interviews with informants from different sectors and organizations in knowledge work. The interviews provided us with empirical data that was later processed into analytical data based on Aksel Tjora’s stepwise-deductive induction model. In our study with a change management perspective, we shed light on the interplay between sensemaking and knowledge hiding through the mediating and moderating factors of social exchange, organizational dynamics, trust, and cognitive dissonance.