Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context Mengtian Xiao Southwestern University of Finance and Economics, China Fang Lee Cooke Monash University, Australia Knowledge hiding as an organisational phenomenon has started to attract research attention only in the last decade or so, although it may be a common behaviour in the workplace. Emerging research findings suggest that knowledge hiding is not necessarily a negative act with detrimental outcomes. Why do employees hide their knowledge? What can organisations do to encourage knowledge sharing in the workplace? Drawing on 52 studies published in academic English and Chinese journals over the period of 1997–2017, this study conducts a systematic review on knowl- edge hiding to clarify the concept, analyse existing research findings, identify research gaps and shed light on future research direction theoretically and empirically. The study has practical implications for organisations in terms of what human resource management interventions may be adopted to minimise undesirable knowledge hiding behaviours and to build trust among employees and enhance organisational effectiveness. Keywords: Chinese, human resource management practices, knowledge hiding, knowledge shar- ing, strategic HRM Key points 1 Knowledge management is seen as an important part of strategic human resource management to enhance performance. 2 Employees may hide knowledge for various reasons, not least to protect their self- interest, such as to avoid work intensification or job loss. 3 Knowledge hiding is not always harmful to the organisation, and employees may do so to protect the organisation. 4 Increased understanding of knowledge hiding will help organisations develop appropriate human resource management practices. *Correspondence: Mengtian Xiao, School of Business Administration, Southwestern University of Finance and Economics, 555 Liu Tai Avenue, Chengdu 611130, China; email: xmtteddy@hotmail.com Accepted for publication 25 June 2018. Asia Pacific Journal of Human Resources (2018) ,  doi:10.1111/1744-7941.12198 © 2018 Australian HR Institute