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This study aims to seek to understand counterproductive knowledge behaviour (CKB) in higher education institutions (HEIs) by integrating knowledge hiding (KHi) and lack of knowledge sharing (LKS).

The current research uses a hybrid conceptual review combining the bibliometric study and conceptual review of 47 articles. The bibliometric analysis aimed to identify research maps, and the conceptual review sought to understand the current development of research fields.

The bibliometric analysis highlights essential summaries, such as the pioneering authors, seminal papers and conceptual maps. However, knowledge hoarding as a dimension of LKS appears in the niche theme. The conceptual analysis indicates three groups of factors contributing to KHi and LKS. Moreover, the study highlights the causal relation between both KHi as well as LKS and faculty member performance while proposing remedies derived from integrating the social exchange theory (SET) and conservation of resource (COR) theory.

The present study provides an integrated image of KHi and LKS in the HEI context, as well as its potential remedies by integrating SET and COR. The basis of this study is a literature review; thus, future studies are recommended to empirically explore the integration of KHi and LKS within the HEI context.

This research provides an overview for HEI policymakers to re-examine the critical role of institutional research as one of the considerations for evaluating and developing policies. Specifically, policymakers can reflect on all policy directions to determine whether there are any symptoms of CKB in the institutions. Moreover, stakeholders can find out the reason behind the non-optimal performance of faculty members regarding CKB and any mitigating factors.

Understanding CKB is crucial in managing HEI. This research provides a comprehensive image of KHi and LKS within HEI, especially in a collectivist culture.

This study aims to investigate the effect of knowledge hiding on individual task performance and examine the moderating influence of transformational leadership.

This study included 256 participants employed by financing companies in Indonesia. In addition, to analyze the data, descriptive statistics were computed using SPSS 25, and the structural equation model-partial least square (SEM-PLS) was used for hypothesis testing.

The findings revealed the negative effects of knowledge hiding on individual task performance and its potential consequences for individuals and organizations. However, it also suggested that transformational leadership may not be sufficient to reduce the negative effects of knowledge hiding on individual task performance.

This study only focused on the context of a specific industry or country, which limited the generalizability of the findings.

This study enriches the understanding of the importance of addressing knowledge-hiding behaviors and investigating additional factors that can enhance task performance in organizations.

This study adds value to the existing literature by emphasizing the importance of investigating supplementary factors other than transformational leadership that have the potential to reduce the negative effects of knowledge hiding on organizational performance.