2020
DOI: 10.1108/pr-08-2019-0436
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Interactional justice and willingness to share tacit knowledge: perceived cost as a mediator, and respectful engagement as moderator

Abstract: PurposeManaging tacit knowledge effectively and efficiently is a huge challenge for organizations. Based on the social exchange and self-determination theories, this study aims to explore the role of social interactions in motivating employees' willingness to share tacit knowledge (WSTK).Design/methodology/approachThe study used a survey approach and collected data from 228 employees in service and manufacturing organizations.FindingsInteractional justice and respectful engagement are positively related to WST… Show more

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Cited by 19 publications
(38 citation statements)
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References 102 publications
(121 reference statements)
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“…Social exchange theory (SET) posits that, as employees perceive benefit over cost, they are likely to exhibit desirable behaviors to co-workers. Gupta et al (2020) confirmed this analysis and reported that employee perceptions of the cost of sharing tacit knowledge (CostTKS) negatively influenced willingness to share tacit knowledge (WSTK). Other studies have examined tacit knowledge sharing (TKS), focusing on peer relationships grounded in social interactions (Ganguly et al, 2019;Wu et al, 2016), emotional bonding (Zhang et al, 2015), and cooperation among employees with shared goals (Evans et al, 2018).…”
Section: Willingness To Share Tacit Knowledgesupporting
confidence: 68%
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“…Social exchange theory (SET) posits that, as employees perceive benefit over cost, they are likely to exhibit desirable behaviors to co-workers. Gupta et al (2020) confirmed this analysis and reported that employee perceptions of the cost of sharing tacit knowledge (CostTKS) negatively influenced willingness to share tacit knowledge (WSTK). Other studies have examined tacit knowledge sharing (TKS), focusing on peer relationships grounded in social interactions (Ganguly et al, 2019;Wu et al, 2016), emotional bonding (Zhang et al, 2015), and cooperation among employees with shared goals (Evans et al, 2018).…”
Section: Willingness To Share Tacit Knowledgesupporting
confidence: 68%
“…Affect-based trust and cognition-based trust rely on respect and engender a positive feeling of self-worth in a group, leading to WSTK. KBT extends on previous views of social interactions based on affect-based and cognition-based trust as significant factors that enhance WSTK (An & Ahmad, 2010;Gupta et al, 2020;Javernick-Will, 2011). Thus, KBT may introduce additional trust relationships to improve WSTK.…”
Section: Willingness To Share Tacit Knowledgementioning
confidence: 73%
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