Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view

Purpose: This study investigates the knowledge paradox by examining the influence of knowledge sharing and knowledge hiding on innovation capability, with a specific focus on the mediating role of human capital through the lens of the Resource-Based View (RBV). It aims to resolve why knowledge hidin...

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Autores: Hadi, Syamsul, Setiawan, Ari, Widodo, Widodo, Rohmiana, Ismi, Sari, Retno Titi, Rahayuningsih, Nur
Tipo de recurso: artículo
Fecha de publicación:2026
País:España
Institución:Universitat Politècnica de Catalunya (UPC)
Repositorio:UPCommons. Portal del coneixement obert de la UPC
Idioma:inglés
OAI Identifier:oai:dnet:upcommonspor::7135794d93223545ddddd360bbf293c7
Acceso en línea:https://hdl.handle.net/2117/461716
https://dx.doi.org/10.3926/ic.3562
Access Level:acceso abierto
Palabra clave:Knowledge sharing
Human capital
Knowledge hiding
Innovation capability
Resource-based view
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció
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spelling Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based viewHadi, SyamsulSetiawan, AriWidodo, WidodoRohmiana, IsmiSari, Retno TitiRahayuningsih, NurKnowledge sharingHuman capitalKnowledge hidingInnovation capabilityResource-based viewÀrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direccióPurpose: This study investigates the knowledge paradox by examining the influence of knowledge sharing and knowledge hiding on innovation capability, with a specific focus on the mediating role of human capital through the lens of the Resource-Based View (RBV). It aims to resolve why knowledge hiding often yields inconsistent results in direct innovation tests. Design/methodology/approach: A quantitative methodology approach was employed through the distribution of questionnaires to a saturated sample of 109 government service employees from the Special Region of Yogyakarta, Indonesia, and SmartPLS 4.1.1.4 was used as the testing tool. Findings: The results reveal a significant dual mechanism. Knowledge sharing drives innovation through an accumulation mechanism, where human capital serves as a partial mediator. Conversely, knowledge hiding presents a paradox: it has no significant direct impact on innovation but acts as a latent inhibitor, degrading innovation solely by destroying human capital (full mediation). This confirms a depletion mechanism in which the damage caused by hiding behavior is structural rather than operational. Research limitations/implications: The study is limited by its cross-sectional design and specific focus on the public sector. Future research should employ longitudinal methods to observe the long-term erosion of human capital and to explore moderating factors such as leadership styles. Practical implications: Public sector managers must look beyond immediate innovation outputs and monitor human capital health (trust and competency growth) as early warning indicators of organizational toxicity. Cultivating psychological safety is essential to mitigate hiding behaviors and preserve the organization’s core intellectual assets. Originality/value: This study offers a novel resolution to the knowledge-hiding paradox. By identifying human capital as a full mediator, it explains why hiding behavior may seem "harmless" in direct tests while systematically impairing the organization’s underlying resource base. It shifts the theoretical focus from immediate performance to long-term asset preservation in the context of bureaucratic innovationPeer ReviewedOmniaScience20262026-04-0120262026-05-11journal articlehttp://purl.org/coar/resource_type/c_6501NAhttp://purl.org/coar/version/c_be7fb7dd8ff6fe43info:eu-repo/semantics/articleapplication/pdfhttps://hdl.handle.net/2117/461716https://dx.doi.org/10.3926/ic.3562reponame:UPCommons. Portal del coneixement obert de la UPCinstname:Universitat Politècnica de Catalunya (UPC)Inglésengopen accesshttp://purl.org/coar/access_right/c_abf2https://creativecommons.org/licenses/by-nc/4.0/info:eu-repo/semantics/openAccessoai:dnet:upcommonspor::7135794d93223545ddddd360bbf293c72026-05-27T15:37:01Z
dc.title.none.fl_str_mv Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
title Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
spellingShingle Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
Hadi, Syamsul
Knowledge sharing
Human capital
Knowledge hiding
Innovation capability
Resource-based view
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció
title_short Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
title_full Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
title_fullStr Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
title_full_unstemmed Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
title_sort Paradox of knowledge sharing and hiding in driving innovation capability: the intermediary of human capital within the resource-based view
dc.creator.none.fl_str_mv Hadi, Syamsul
Setiawan, Ari
Widodo, Widodo
Rohmiana, Ismi
Sari, Retno Titi
Rahayuningsih, Nur
author Hadi, Syamsul
author_facet Hadi, Syamsul
Setiawan, Ari
Widodo, Widodo
Rohmiana, Ismi
Sari, Retno Titi
Rahayuningsih, Nur
author_role author
author2 Setiawan, Ari
Widodo, Widodo
Rohmiana, Ismi
Sari, Retno Titi
Rahayuningsih, Nur
author2_role author
author
author
author
author
dc.subject.none.fl_str_mv Knowledge sharing
Human capital
Knowledge hiding
Innovation capability
Resource-based view
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció
topic Knowledge sharing
Human capital
Knowledge hiding
Innovation capability
Resource-based view
Àrees temàtiques de la UPC::Economia i organització d'empreses::Gestió i direcció
description Purpose: This study investigates the knowledge paradox by examining the influence of knowledge sharing and knowledge hiding on innovation capability, with a specific focus on the mediating role of human capital through the lens of the Resource-Based View (RBV). It aims to resolve why knowledge hiding often yields inconsistent results in direct innovation tests. Design/methodology/approach: A quantitative methodology approach was employed through the distribution of questionnaires to a saturated sample of 109 government service employees from the Special Region of Yogyakarta, Indonesia, and SmartPLS 4.1.1.4 was used as the testing tool. Findings: The results reveal a significant dual mechanism. Knowledge sharing drives innovation through an accumulation mechanism, where human capital serves as a partial mediator. Conversely, knowledge hiding presents a paradox: it has no significant direct impact on innovation but acts as a latent inhibitor, degrading innovation solely by destroying human capital (full mediation). This confirms a depletion mechanism in which the damage caused by hiding behavior is structural rather than operational. Research limitations/implications: The study is limited by its cross-sectional design and specific focus on the public sector. Future research should employ longitudinal methods to observe the long-term erosion of human capital and to explore moderating factors such as leadership styles. Practical implications: Public sector managers must look beyond immediate innovation outputs and monitor human capital health (trust and competency growth) as early warning indicators of organizational toxicity. Cultivating psychological safety is essential to mitigate hiding behaviors and preserve the organization’s core intellectual assets. Originality/value: This study offers a novel resolution to the knowledge-hiding paradox. By identifying human capital as a full mediator, it explains why hiding behavior may seem "harmless" in direct tests while systematically impairing the organization’s underlying resource base. It shifts the theoretical focus from immediate performance to long-term asset preservation in the context of bureaucratic innovation
publishDate 2026
dc.date.none.fl_str_mv 2026
2026-04-01
2026
2026-05-11
dc.type.none.fl_str_mv journal article
http://purl.org/coar/resource_type/c_6501
NA
http://purl.org/coar/version/c_be7fb7dd8ff6fe43
dc.type.openaire.fl_str_mv info:eu-repo/semantics/article
format article
dc.identifier.none.fl_str_mv https://hdl.handle.net/2117/461716
https://dx.doi.org/10.3926/ic.3562
url https://hdl.handle.net/2117/461716
https://dx.doi.org/10.3926/ic.3562
dc.language.none.fl_str_mv Inglés
eng
language_invalid_str_mv Inglés
language eng
dc.rights.none.fl_str_mv open access
http://purl.org/coar/access_right/c_abf2

https://creativecommons.org/licenses/by-nc/4.0/
dc.rights.openaire.fl_str_mv info:eu-repo/semantics/openAccess
rights_invalid_str_mv open access
http://purl.org/coar/access_right/c_abf2

https://creativecommons.org/licenses/by-nc/4.0/
eu_rights_str_mv openAccess
dc.format.none.fl_str_mv application/pdf
dc.publisher.none.fl_str_mv OmniaScience
publisher.none.fl_str_mv OmniaScience
dc.source.none.fl_str_mv reponame:UPCommons. Portal del coneixement obert de la UPC
instname:Universitat Politècnica de Catalunya (UPC)
instname_str Universitat Politècnica de Catalunya (UPC)
reponame_str UPCommons. Portal del coneixement obert de la UPC
collection UPCommons. Portal del coneixement obert de la UPC
repository.name.fl_str_mv
repository.mail.fl_str_mv
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score 15.812429

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