AO: The analysts cite the interdependence notion in social exchange theory that implies that organizational context causes people to rise above their self-interest rational impulses to consider the long-term impacts of their actions (132).
AO: Analysts, citing Davenport, note that “as people's jobs and roles become defined by the unique information they hold, they may be less likely to share that information -- viewing it as a source of power and indispensability -- rather than more so (Davenport et al., 1992).” This is particularly interesting as this is a phenomenon that I and my interlocutors have noted happening in the Kenyan tech scene - people on the whole, recognizing their information and social capital and networks are valuable to others are now closing up and not sharing as freely.
