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Identity leadership and social capital: unlocking doors or building walls for deceptive knowledge hiding?

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  • Md. Zahidul Islam
  • M. Muzamil Naqshbandi
  • Makhmoor Bashir
  • Nurul Amirah Ishak

Abstract

This study examines the roles of identity leadership (IDL) and intra-organisational social capital (structural, cognitive, relational) in alleviating deceptive knowledge hiding (KH) i.e. evasive hiding and playing dumb. We collected data from 268 managers employed in service firms in Brunei. Structural equation modelling was used to test the hypothesised model. The findings showed an insignificant relationship between IDL and deceptive KH (EKH, PD). The effect of social capital (SC) dimensions on deceptive KH was mixed: Structural SC significantly fostered EKH but had no impact on PD. Cognitive SC had a notable negative effect on EKH but was insignificant for playing dumb. Conversely, relational SC significantly reduced both EKH and PD. We found that structural SC positively influenced cognitive SC, but neither cognitive SC nor structural SC positively impacted relational SC. This study contributes by exploring the mitigating factors of KH, offering practical insights into strategies to mitigate such behaviour.

Suggested Citation

  • Md. Zahidul Islam & M. Muzamil Naqshbandi & Makhmoor Bashir & Nurul Amirah Ishak, 2025. "Identity leadership and social capital: unlocking doors or building walls for deceptive knowledge hiding?," Knowledge Management Research & Practice, Taylor & Francis Journals, vol. 23(5), pages 530-544, September.
    • Handle: RePEc:taf:tkmrxx:v:23:y:2025:i:5:p:530-544
    DOI: 10.1080/14778238.2024.2432551
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