Nurturing Interpersonal Trust for Knowledge Sharing

2009 ◽  
Vol 34 (2) ◽  
pp. 183-201 ◽  
Author(s):  
Upasana Singh ◽  
Kailash B. L. Srivastava
Keyword(s):  
Knowledge Sharing ◽  
Interpersonal Trust ◽  
Enabling Factors ◽  
Policy Makers ◽  
Vertical Relationships ◽  
Knowledge Sharing Behavior ◽  
Manufacturing Organizations ◽  
Sharing Behavior ◽  
Structured Questionnaire

This study has examined the determinants of interpersonal trust in lateral and vertical relationships, and its impact on knowledge sharing behavior' among the employees. The data were collected from 303 respondents using structured questionnaire, across the service and manufacturing organizations belonging to junior, middle, and higher levels in the hierarchy. The result showed that enabling factors with regard to colleagues, seniors, and juniors were positively associated with the dimensions of interpersonal trust, which facilitated knowledge sharing. It has implications for the management and policy makers as they have to create a culture for the development of trust among the employees to facilitate knowledge sharing.

Modelling Knowledge Sharing Behavior With Behavioral Intention and Interpersonal Trust

2020 ◽  
pp. 148-170
Author(s):  
Toshali Dey ◽  
Susmita Mukhopadhyay
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Structural Equation ◽  
Affective Commitment ◽  
Interpersonal Trust ◽  
Knowledge Management System ◽  
Affective Trust ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

With the growing determination to sustain in the competitive market, organizations are focusing more on developing their knowledge management system. The purpose of this study is to examine the effect of knowledge sharing intentions (KSI) and affective trust (AT) on knowledge sharing (KS) behavior of employees. Additionally, the mediating influence of affective commitment (AC) of the employees in this relationship is also studied. This study uses data from a sample of 246 managers in Indian private sector firms and employs a structural equation modelling approach to test the proposed hypotheses. The findings of this study show that contrary to the results of prior research, KSI does not affect KS behavior directly. Rather, it acts indirectly through AC, which is necessary for increasing employees' loyalty and willingness to share their knowledge. Moreover, the results indicated that AT has an indirect influence on employees' KS behavior via KSI. Implications and limitations and future scope of the study have also been discussed.

Knowledge sharing behavior of academics in higher education

2017 ◽  
Vol 9 (4) ◽  
pp. 550-564 ◽  
Author(s):  
Sadia Bibi ◽  
Amjad Ali
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Interpersonal Trust ◽  
Job Involvement ◽  
Continuance Commitment ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose The purpose of this paper is to investigate the effect of motivation to share, interpersonal trust, job involvement, job satisfaction and continuance commitment on knowledge sharing behavior of academics in higher education institutes. Design/methodology/approach Data were conveniently collected through a self-administered questionnaire from 369 academics working in six public sector universities of Pakistan. Correlation and incremental regression analyses were run to draw the results. Findings Results reveal that 24 percent of the variation in KSB is due to the changes in all the independent variables – intrinsic motivation, extrinsic motivation, interpersonal trust, job involvement, job satisfaction and continuance commitment. The study also identifies job involvement and continuance commitment as strong determinants of knowledge sharing behavior among academics. Research limitations/implications To facilitate knowledge sharing behavior among academics, management of the universities must provide the ways for improving the levels of job involvement, continuance commitment and job satisfaction. Originality/value This is the first study that investigated the combined effect of intrinsic motivation, extrinsic motivation to share, interpersonal trust, job involvement, job satisfaction and continuance commitment on knowledge sharing behavior of teachers in public sector universities in Pakistan.

Fostering organizational learning through leadership and knowledge sharing

2018 ◽  
Vol 22 (6) ◽  
pp. 1408-1423 ◽  
Author(s):  
Sunyoung Park ◽  
Eun-Jee Kim
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Interpersonal Trust ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
And Behavior ◽  
Sharing Behavior

Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

Knowledge-sharing practices in higher educational institutes of Islamabad, Pakistan: an empirical study based on theory of planned behavior

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Irfan Raza ◽  
Zainudin Awang
Keyword(s):  
Public Sector ◽  
Cultural Diversity ◽  
Knowledge Sharing ◽  
Interpersonal Trust ◽  
Diversity Management ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Public Sector Employees ◽  
The Relationship ◽  
Sharing Behavior

PurposeKnowledge hoarding is an emerging issue among multiracial employees engaged in public sector higher educational institutes (HEIs) of Islamabad, Pakistan. By considering knowledge-sharing barriers, this study aims to examine the knowledge sharing behavior (KSB) of ethnically diverse public sector staff in perspective of well-known theory of planned behavior (TPB).Design/methodology/approachIt is a cross-sectional survey study, and it has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 273 nonacademic employees associated in 15 public sector HEIs of Islamabad have recorded their responses. Structural equation modeling was employed for empirical hypotheses testing.FindingsResults stated significant and positive effect of cultural diversity management, interpersonal trust and knowledge technology on KSB. Moreover, knowledge-sharing attitude (KSA) fully mediated the relationship between cultural diversity management and KSB and between interpersonal trust and KSB; whereas KSA partially mediated the relationship between knowledge technology and KSB. Moreover, proposed model has explained 45% variation in endogenous construct.Research limitations/implicationsCurrent study contributes to the present literature by investigating the antecedents of knowledge-sharing behavior of multicultural nonacademic staff engaged in public sector HEIs of capital city of Pakistan. Enriching the top management thoughts about problems of diverse workforce, the researcher has explored a noticeable lack in elucidation of such connection. Moreover, formation of knowledge-sharing behavior specifically on ethnic-based diverse employees made a significant addition in existing literature.Practical implicationsThe present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among public sector employees and to create a supportive knowledge-sharing culture.Originality/valueThis study fills the empirical gap in literature by exploring the antecedents and their effect on KSB of nonacademic employees of Islamabad, Pakistan. Moreover, assessing the mediation effect of KSA between CDM and KSB on multicultural public sector employees is another novel inclusion in literature.

Employees’ perceptions of organizational learning: the role of knowledge and trust

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Eunjee Kim ◽  
Sunyoung Park
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Interpersonal Trust ◽  
Empirical Support ◽  
It Services ◽  
Content Type ◽  
Perceived Trust ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose This paper aims to investigate the roles of employees’ perceived knowledge sharing and trust on organizational learning. Design/methodology/approach The authors examined the proposed hypotheses by using survey data from 228 responses collected from an IT services company. Findings The authors found that a knowledge sharing culture was positively related to interpersonal trust, knowledge sharing behavior and organizational learning. Employees’ perceived trust among people had a positive effect on knowledge sharing behavior and organizational learning. Knowledge sharing behavior was also positively related to organizational learning. In addition, interpersonal trust and knowledge sharing behavior played mediating roles in linking knowledge sharing culture and organizational learning. Originality/value This study provides empirical support for the mediating role of interpersonal trust and knowledge sharing behavior on the link between knowledge sharing culture and organizational learning.

A learning organization perspective on knowledge-sharing behavior and firm innovation

2006 ◽  
Vol 25 (4) ◽  
pp. 227-236
Author(s):  
Li-Fen Liao
Keyword(s):  
Knowledge Sharing ◽  
Learning Organization ◽  
Significant Relationship ◽  
Shared Vision ◽  
Firm Innovation ◽  
Positive Effects ◽  
Knowledge Sharing Behavior ◽  
Relationship Of ◽  
The Relationship ◽  
Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

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