HR-related Knowledge Protection and Innovation Performance: The Moderating Effect of Trust

Olander, Heidi; Vanhala, Mika; Hurmelinna‐Laukkanen, Pia; Blomqvist, Kirsimarja

doi:10.1002/kpm.1476

Cited by 9 publications

(8 citation statements)

References 80 publications

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“…For example, trust's role in knowledge sharing has been widely studied (e.g. Ozlati, 2015), and recently also the role of trust in knowledge protection has caught the attention of researchers (Olander et al, 2015). In sum, trust within and between organizations both support and enable collaboration and knowledge sharing (cf.…”

Section: Introductionmentioning

confidence: 98%

HRM, Trust in Employer and Organizational Performance

Vanhala

Dietz

2015

Knowl Process Manag

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This paper draws upon social exchange theory to examine the explanatory power of employees' trust in their employer as the mediating variable between an organization's human resources (HR) management interventions and performance outcomes at individual, work unit and organizational levels. We utilize two large-scale survey studies in two different organizations, from the forestry and information and communications technology (ICT) industries in Finland: a forest company (411 respondents) and an ICT company (304 respondents) were analysed with confirmatory factor analysis and structural equation modelling. The results for the two studies validated all our hypotheses including the mediating role of trust in employer. The results do suggest that if HR management can be designed specifically to enhance employees' trust in their organization, its effect on performance is positive. In a practical point of view, our findings provide new insights into the nature of organizational trust, and particularly the impersonal dimension for practitioners, especially those in HR. The evidence from two studies is that HR policies can enhance employees' trust towards their employer and, through this, the performance of the organization.

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Section: Introductionmentioning

confidence: 98%

HRM, Trust in Employer and Organizational Performance

Vanhala

Dietz

2015

Knowl Process Manag

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“…Particularly, the role of trust in knowledge sharing has been widely studied (Ozlati, 2015) and recently also, the role of trust in knowledge protection (i.e. how to share knowledge only to right people) has been attracting attention (Olander et al , 2015). Trust within and between organizations both support and enable collaboration and knowledge sharing (Politis, 2003) and, in general, trust is seen as critical in the knowledge-based network economy, especially as it is seen as a lubricant when managing uncertainty, complexity and related risks (Arrow, 1974; Luhmann, 1979).…”

Section: Introductionmentioning

confidence: 99%

Trust as an organizational knowledge sharing enabler – validation of the impersonal trust scale

Vanhala

2019

VJIKMS

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Purpose -Contemporary organizations face challenges when they have an increasing need for trust, and yet there are decreasing opportunities for the development of interpersonal trust. Thus, the organizations cannot rely only on that and there is a need for complementary forms of organizational trust. Vanhala et al.(2011) developed the scale for measuring impersonal trust. The purpose of this study is to validate the scale in terms of discriminant and nomological validity as well as to test generalizability.Design/methodology/approach -The validities and generalizability is tested on two samples from two industries in Finland: a forest company (411 respondents) and ICT company (304 respondents). Confirmatory factor analysis and structural equation modelling are used.Findings -The scale represents both discriminant and nomological validity. Furthermore, the scale is generalizable in different industries.Research limitations/implications -A more holistic approach to organizational trust is proposed, and the scale for the impersonal element of the organizational trust is validated.Practical implications -This paper validates the scale for the less studied impersonal element of organizational trust. To manage and develop organizational trust, all of its dimensions should be measured. The scale validated allows the measurement of the impersonal dimension, and the more refined measure also makes it possible to focus development efforts on certain operational areas.Originality/value -The scale validated represents a step forward toward the reliable measurement of organizational trust. To the best of the researcher's knowledge, this is the first study to show that previously developed scale is valid and generalizable.

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“…Restrictive tools such as passwords and restraining access to confidential documents will bar partner from knowing more than required. Effective application of HRM practices will limit the possession of the knowledge/information to authorized personnel only and incapacitating access to the information will confine its leakage (Olander et al, 2015a). TCE suggests governance mechanism to restrict the translation of opportunism into opportunistic behavior.…”

Section: Restraining Knowledge Leakagementioning

confidence: 99%

Restraining knowledge leakage in collaborative projects through HRM

Fawad Sharif,

Naiding,

Kifayat Shah

2022

VJIKMS

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Purpose Collaborative projects require overlapping skills and capabilities to facilitate knowledge transfer. However, not all kinds of learning are virtuous and some may lead to leakage of commercially valuable knowledge. The purpose of this paper is to explain and restrain leakage of organizational competitive knowledge in collaborative projects. Design/methodology/approach A total of 398 survey questionnaires are collected from project-based firms in Pakistan. We gathered data from horizontal and vertical collaborations. Analysis is conducted with transaction cost economics lens through Process Macro 3.0. Findings Findings suggest that partner’s learning intent (PLI) and distrust positively affect knowledge leakage, whereas human resource management (HRM) practices have negative effect on knowledge leakage. Furthermore, HRM practices negatively moderate the relationship between PLI and knowledge leakage and distrust positively mediates it. Research limitations/implications This study integrates HRM with knowledge management to restrain knowledge leakage and contributes to knowledge management and strategic management. This study examines knowledge leakage in the presence of passive opportunism. Originality/value This study explains how passive opportunism translates into opportunistic behavior. Besides, effectiveness of HRM practices are least surveyed to restrain passive and active opportunisms.

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HR-related Knowledge Protection and Innovation Performance: The Moderating Effect of Trust

Cited by 9 publications

References 80 publications

HRM, Trust in Employer and Organizational Performance

HRM, Trust in Employer and Organizational Performance

Trust as an organizational knowledge sharing enabler – validation of the impersonal trust scale

Restraining knowledge leakage in collaborative projects through HRM

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