Interpersonal trust and knowledge sharing: Moderating effects of individual altruism and a social interaction environment

Wu, Wei-Li; Lin, Chien‐Hsin; Hsu, Bi‐Fen; Yeh, Ryh-Song

doi:10.2224/sbp.2009.37.1.83

Cited by 78 publications

(67 citation statements)

References 12 publications

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“…This finding is consistent with several studies that have found altruism to be an important autonomous intrinsic motivation for knowledge sharing (e.g. Wu et al 2009;Ma and Chan 2014). On the other hand, another type of altruistic behaviour is related to organizational commitment.…”

Section: Perceived Benefitssupporting

confidence: 92%

Employees’ participation in electronic networks of practice within a corporate group: perceived benefits and costs

Sedighi

Lukosch

Splunter

et al. 2017

Knowledge Management Research & Practice

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Employees' participation in electronic networks of practice within a corporate group: perceived benefits and costs Sedighi, M.; Lukosch, S.; van Splunter, S.; Brazier, F.M.T.; Hamedi, M.; van Beers, C. General rightsIt is not permitted to download or to forward/distribute the text or part of it without the consent of the author(s) and/or copyright holder(s), other than for strictly personal, individual use, unless the work is under an open content license (like Creative Commons). Disclaimer/Complaints regulationsIf you believe that digital publication of certain material infringes any of your rights or (privacy) interests, please let the Library know, stating your reasons. In case of a legitimate complaint, the Library will make the material inaccessible and/or remove it from the website. Please Ask the Library: http://uba.uva.nl/en/contact, or a letter to: Library of the University of Amsterdam, Secretariat, Singel 425, 1012 WP Amsterdam, The Netherlands. You will be contacted as soon as possible. Abstract This paper explores benefits and costs of knowledge exchange perceived by individuals in connected electronic networks of practice (ENoP) in a corporate setting. The results of 25 semi-structured interviews show 9 perceived benefits and 5 perceived costs to be of importance for knowledge exchange. Altruism and reciprocity are the two main perceived benefits from the knowledge providers' perspective; problem solving is the main perceived benefit from the knowledge seekers' perspective. Five perceived costs are identified for both knowledge seekers and knowledge providers; time and effort are the most frequently cited.

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Section: Perceived Benefitssupporting

confidence: 92%

Employees’ participation in electronic networks of practice within a corporate group: perceived benefits and costs

Sedighi

Lukosch

Splunter

et al. 2017

Knowledge Management Research & Practice

View full text Add to dashboard Cite

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“…An effective communication about a trusting attitude, a common vision of the details of the relationship, e.g. knowledge sharing, are important predictors of interpersonal trust [Wu et al 2009;Hsu and Chang 2014], which in turn enhances people's commitment to cooperation and team work efficiency [Paul and McDaniel Jr. 2004;Muethel, Siebdrat, and Hoegl 2012] and finally can lead to the success of a trust-based IOR [Fink, Kessler, and Rößl 2007]. The diversity of interpersonal trust in small groups (teams) may lead to a negative effect, frustration and a low engagement in inter-organizational cooperation [Ferguson and Peterson 2015].…”

Section: Interpersonal Trustmentioning

confidence: 99%

The value of trust in inter-organizational relations

Chrupała‐Pniak¹,

Grabowski²,

Sulimowska-Formowicz³

2016

EBR

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The risk of the increasing divergence of the eurozone and the problem of macroeconomic imbalances in a three-gap model Jacek Pera Structural barriers to research and development activities in emerging markets Review, Vol. 2 (16), No. 2, 2016: 127-143 DOI: 10.18559/ebr.2016 The value of trust in inter-organizational relations Abstract : The article presents the results of empirical research on the role of trust in inter-organizational relations (IORs) and its outcomes. We questioned 210 Polish large and medium sized companies in different industries, experienced in IORs of different kind with Polish and foreign partners. We used a set of non-parametric analyses: Spearman correlation, mediation analyses with bootstrapping and structural equations modeling with RML (Robust Maximum Likelihood). Our findings confirm the statistically relevant correlations between the interpersonal trust of individuals and teams, the trust-building competence of organization and the outcomes of the cooperative relationships of companies. Additionally, the trust-building competence of organization serves as a mediator in the relations of interpersonal trust and IORs outcomes.

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“…Some previous empirical research (e.g., Shah, 1998) has also used only one item to measure interpersonal trust. Moreover, more recent studies (Wu et al, 2009;Oh and Park, 2011), suggest that workers' interpersonal trust can be measured in terms of trust in supervisors and trust in co-workers. The unidimensionality of the scale was tested using principal components analysis with varimax rotation, which resulted in a single factor with a value in excess of the unit that explained 75.182 percent of the total variance.…”

Section: Interpersonal Organizational Trust We Used Two Indicators Fmentioning

confidence: 99%

Interpersonal trust, stress and satisfaction at work: an empirical study

2014

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STRUCTURED ABSTRACTPurpose. Due to the divergent conclusions about the effects of interpersonal trust on job satisfaction, the study aims to look more deeply into this relationship by introducing job stress as a mediator variable. Findings. Our findings show that interpersonal trust has a positive effect on job satisfaction, and that job stress partially mediates this relationship. Furthermore, interpersonal trust is negatively related to job stress, which in turn is negatively related to job satisfaction.Research limitations/implications. Despite the pertinence and size of the database used in the study, it is very heterogeneous. Future research might delimit the database by organization size or sector. Qualitative studies may also improve our understanding of the relationships studied and enable other concepts to be included. 2Practical implications. Cultivating a climate of trust may provide organizations with a strategy to improve levels of mental well-being and satisfaction among their employees.Originality/value. This research explains why interpersonal trust has a positive effect on job satisfaction. Our conceptualization of trust implies risk assumption and low risk perception; low perception of risk is presumed to reduce job stress, and in turn, increase job satisfaction. We also put forward reasons for why 'excessive' interpersonal trust has been related to negative effects on job satisfaction. 'Excessive' trust might infer high risk perception, which might increase job stress, and in turn decrease job satisfaction.

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Interpersonal trust and knowledge sharing: Moderating effects of individual altruism and a social interaction environment

Cited by 78 publications

References 12 publications

Employees’ participation in electronic networks of practice within a corporate group: perceived benefits and costs

Employees’ participation in electronic networks of practice within a corporate group: perceived benefits and costs

The value of trust in inter-organizational relations

Interpersonal trust, stress and satisfaction at work: an empirical study

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