The Relationship Between Remote Work, Knowledge Sharing and Knowledge Hiding


  • Daniela Cidade Pontifícia Universidade Católica do Rio Grande do Sul
  • Mirian Oliveira Pontifícia Universidade Católica do Rio Grande do Sul
  • Mário Bissani Pontifícia Universidade Católica do Rio Grande do Sul



knowledge hiding; knowledge sharing; remote work; face-to-face work, Covid-19.


Communication and the professionals working with it are playing an increasingly important role in organizations, expanding their scope of operations and influencing decision making and strategies. Hiding knowledge can hinder good performance in the communication process, as it prevents knowledge from reaching those who request it. This study analyses the influence of remote work on knowledge sharing and on the motivations for knowledge hiding from the perspective of company communication managers. To do so, an exploratory survey was undertaken with relevant data being collected during interviews with 20 communication managers, 17 of whom are communication managers of large companies in different business sectors and 3 are managers in communication consultancies. The interviews lasted an average of 23 minutes and the transcribed interviews were subjected to content analysis. In the perception of the interviewees, knowledge sharing is fundamental for the work of communication professionals. The interviewees perceived that remote work has both positive aspects, such as greater productivity and quality of life, and negative aspects, such as lack of face-to-face contact and fatigue due to excessive online exposure. it is worth remembering that for these interviewees remote work was a response to the Covid-19 pandemic, being characterized by one interviewee as an emergency measure. In addition, most respondents believe knowledge hiding has increased due to the widespread adoption of remote work practices by companies in response to the Covid-19 pandemic. According to most of the interviewees, the intention behind such knowledge hiding is related to the lack of a sharing culture, insecurity, digital burnout and distrust. These reasons, although they may also explain knowledge hiding in face-to-face environments, gain greater relevance due to the lack of informal face-to-face meetings (coffee time, lunch breaks, etc.), which could generate proximity and trust. The research paves the way for more detailed investigations into knowledge sharing and knowledge hiding in the communication processes.