Employee knowledge is a critical competitive advantage for organizations, yet some employees intentionally engage in knowledge hiding (KH) rather than sharing. While much research has focused on individual-level factors, it often overlooks the interconnected nature of modern digital technology (DT)-enabled organizations, where individual actions are shaped by team dynamics, organizational culture, and the DTs that mediate workplace interactions. These factors underscore the interdependence of organizational levels and highlight the need for a multilevel approach to fully understand KH in the digital workplace. This systematic review synthesizes the existing literature on KH in relation to DTs, providing a comprehensive overview of its antecedents, outcomes, and theoretical perspectives across different organizational levels. Findings suggest that DTs often exacerbate KH, reinforcing a predominantly negative view of the relationship between DTs and KH in the workplace. We propose a multilevel model to guide future research, encouraging scholars to explore cross-level dynamics of KH in the evolving digital workplace. Our work aims to inspire a shift toward a broader understanding of KH, accounting for its implications at multiple organizational levels.
