Human resource practices and knowledge sharing: The moderating role of trust

Pervaiz, Uzma; Imran, Muhammad Kashif; Arshad, Qudsia; Haq, Rabia; Khan, Muhammad Kamran

doi:10.33844/ijol.2016.60302

Cited by 15 publications

(18 citation statements)

References 31 publications

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“…Therefore, the presence of trust motivates employees to collaborate and coordinate with one another to positively exchange knowledge. According to Pervaiz et al (2016), when an organization wants to enrich creation, innovation and development of KS, then they should pay attention to HRM practices in a trustworthy environment. Based on the literature review, we propose the following hypotheses to analyze the HRM practices and the trust effect on employee KS behavior.…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Specific antecedents of employees’ knowledge sharing behavior

Gillani

Iqbal

Akram

et al. 2018

VJIKMS

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Purpose The purpose of this study is to examine the antecedents of specific human resource management (HRM) practices and trust on knowledge sharing (KS) behavior of employees. Design/methodology/approach In the first phase, a questionnaire survey was used to collect the data from 350 randomly selected individuals working in banks. In the second phase, ten managerial-level employees were interviewed to triangulate the findings of the survey. Findings The results revealed that employees viewed trust, recruitment and selection and performance appraisals have a positive relationship with KS behavior. However, training and development and incentives have no impact on KS. Originality/value The value of this paper lies in the understanding gained about the interactive effects of KS and HR practices using the structural equation modeling technique. This paper will help in understanding the factors that can promote KS. This study will be helpful for employees, managers and policymakers. This study may help in highlighting the significant role of HR practices.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Specific antecedents of employees’ knowledge sharing behavior

Gillani

Iqbal

Akram

et al. 2018

VJIKMS

View full text Add to dashboard Cite

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“…For instance, Ozlati (2015) found that trust (benevolence-based and institution-based) significantly moderated the relative autonomy-knowledge sharing relationship. Recently, Pervaiz et al . (2016) tested the moderating role of trust on human resource practices and knowledge sharing and found that trust significantly moderated the relationship between human resource practices (such as training, compensation and performance appraisals) and knowledge sharing.…”

Section: Theoretical Foundation and Hypotheses Developmentmentioning

confidence: 99%

Ability-based emotional intelligence and knowledge sharing

Ansari

Malik

2017

VJIKMS

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Purpose The purpose of this paper is to test the direct effects of emotional intelligence and trust in co-workers on knowledge sharing. Further, it aims to examine the moderating effect of trust in co-workers on the emotional intelligence-knowledge sharing relationship. Design/methodology/approach Data were collected from 121 employees working with 13 different service sector organizations in the northern region of India. The data were tested for validity and reliability. Hierarchical regression analysis was performed to test the proposed hypotheses. Findings The results indicated that both emotional intelligence and trust in co-workers had significant direct effects on knowledge sharing of organizational members. However, trust in co-workers did not moderate emotional intelligence-knowledge sharing relationship. Research limitations/implications The limitations include the sample and cross-sectional design. Hence, future studies can be conducted using a longitudinal design covering other regions of India to increase the generalizability of findings. Practical implications The findings suggest that management should develop appropriate strategies for meliorating emotional intelligence level of employees because people with higher emotional intelligence are more likely to engage themselves in knowledge sharing. Additionally, organizations should adopt a culture that promotes trust among its members, thereby fostering knowledge sharing in organizations. Originality/value There is limited literature on the role of emotions in knowledge sharing. The study adds to the extant literature on emotional intelligence and knowledge sharing in the context of India. Besides, the study attempted to investigate the interaction effect of trust in co-workers on emotional intelligence-knowledge sharing relationship that has not been studied so far.

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“…Knowledge sharing can be improved when people exchange information, best experiences, lessons learned, and insights. Trust in management is one of the main factors influencing employees' decision to share knowledge (Renzl 2008;Pervaiz 2016). Trust is a willingness to be vulnerable (Meyer et al 2017), and it is strongly associated with the belief that other people will not use this situation for their own benefit.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

Explicating the Role of Trust in Knowledge Sharing: A Structural Equation Model Test

Smaliukienė

Bekešienė

Chlivickas

et al. 2017

Journal of Business Economics and Management

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Although the large body of literature suggests that trust is a prerequisite for knowledge sharing, the understanding of mediational pathways remains limited. The paper fills the gap by combining two separate streams in knowledge sharing, where the first reflects the paradigm of the organizational behaviour theory and highlights the impact of organizational culture and employees’ trust; where the second one discloses the impact of technology deployment in knowledge sharing. Building on the premises that interdependence between variables that affect knowledge sharing raises form organizational culture of trust and available technologies, we examine the structural origins of knowledge sharing. As a method structural equation modelling test was used to analyse the data. Hypothesised five-factor model was tested through two stages using AMOS software. The findings carry theoretical implications for the knowledge management body of knowledge since they extended the research on knowledge sharing by integrating organisational culture and technological solutions into one complex system. Form practical perspective, the relationship among four predictors – trust in leadership, trust in co-workers, trust in technologies for knowledge management, and fear of losing one’s value – provide a proof on how organizations knowledge sharing is composed and how it could be developed.

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Human resource practices and knowledge sharing: The moderating role of trust

Cited by 15 publications

References 31 publications

Specific antecedents of employees’ knowledge sharing behavior

Specific antecedents of employees’ knowledge sharing behavior

Ability-based emotional intelligence and knowledge sharing

Explicating the Role of Trust in Knowledge Sharing: A Structural Equation Model Test

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