Abstract

Efficient knowledge sharing is an important support for the continuous innovation and sustainable development of scientific research teams. However, in realistic management situations, the knowledge sharing of scientific research teams always appears to be unsustainable, and the reasons for this are the subject of considerable debate. In this study, an attempt was made to explore the interactive mechanism of knowledge hiding behaviors in scientific research teams between individual and collective knowledge hiding behaviors and its impact on knowledge sharing by adopting grounded theory to comprehensively understand this situation. The results show that knowledge hiding behavior in the scientific research team is a two-phase interactive process and is capable of affecting sustainable knowledge sharing by reducing the supply of knowledge, creating a poor knowledge sharing atmosphere, and forming an interpersonal distrust relationship. This research may provide a strong basis for a deeper understanding of the interaction mechanism of knowledge hiding behavior and its impact on knowledge sharing.