Perceived mastery climate, felt trust, and knowledge sharing

Nerstad, Christina G. L.; Searle, Rosalind; Černe, Matej; Dysvik, Anders; Škerlavaj, Miha; Scherer, Ronny

doi:10.1002/job.2241

Cited by 88 publications

(105 citation statements)

References 128 publications

(261 reference statements)

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“…In a review, Wang and Noe [32] concluded that trust is an antecedent of knowledge sharing that needs further research attention. This study re-validates previous literature that found a positive significant relationship role of trust in influencing knowledge sharing [49,50] in an emerging economy (i.e., Kenya). The results are significant as it shows that even in a culture where management does not make knowledge management processes a priority [23,24], the link between trust and knowledge sharing still holds.…”

Section: Theoretical Contributionssupporting

confidence: 89%

“…That is, individuals are more likely to recognize the value and apply the new knowledge when the giver is someone they trust [48]. Following extant literature that support this rationale [49,50], the following hypothesis was developed.…”

Section: Coworker Trust and Knowledge Sharingmentioning

confidence: 99%

“…This knowledge sharing is a communicative process between two or more parties who intend to exchange experiences and expertise [62]. Nerstad et al [49] argued that the willingness to share knowledge is strongly influenced by trust. However, willingness is somewhat mitigated by knowledge bearers who believe that they own their knowledge and have the right to determine the extent to which they will share it.…”

Section: The Mediating Role Of Team-member Exchangementioning

confidence: 99%

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Coworker Trust and Knowledge Sharing among Public Sector Employees in Kenya

Kipkosgei

Son

Kang

2020

IJERPH

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This study investigates the association between coworker trust and knowledge sharing among public sector employees with additional consideration of team-member exchange (TMX). It also accounts for the use of supportive technology as a determinant of coworker trust. The study aims to develop a framework to help organizations understand the complex associations among coworker trust, exchange, and knowledge sharing and recognizes the roles of supportive technology and task interdependence in those associations. A cross-sectional survey of 255 employees at three Kenyan public organizations was analyzed. A hierarchical regression analysis tested five hypotheses in eight models to estimate direct, moderating, and mediating relationships. Coworker trust was positively related to knowledge sharing and TMX. Supportive technology significantly moderated the relationships; however, task interdependence was not statistically significant. The results imply that organizations might increase knowledge sharing by focusing on building trustful bonds among workers.

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Section: Theoretical Contributionssupporting

confidence: 89%

Section: Coworker Trust and Knowledge Sharingmentioning

confidence: 99%

Section: The Mediating Role Of Team-member Exchangementioning

confidence: 99%

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Coworker Trust and Knowledge Sharing among Public Sector Employees in Kenya

Kipkosgei

Son

Kang

2020

IJERPH

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“…Scholars suggest that the perception of a mastery climate may encourage the intentions and intrinsic motivation of individuals to perform actively at the workplace (Sproule, John Wang, Morgan, McNeill, & McMorris, 2007). Nerstad et al (2018) concluded that PMMC creates more trust among employees and between supervisors and employees at individual and team levels. In addition, PMMC fosters knowledge sharing behavior among workers and supervisors (Nerstad et al, 2018).…”

Section: Moderating Role Of Pmmcmentioning

confidence: 99%

Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

et al. 2019

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The present study explains how different factors of knowledge hiding (e.g., evasive, playing dumb, and rationalized) influence on team creativity. Drawn on social exchange theory, the present study theorizes that factors of knowledge hiding have a negative relationship with team creativity, and absorptive capacity mediates this relationship. In addition, the perceived mastery motivational climate (PMMC) as a moderator attenuates the negative relationship between factors of knowledge hiding and team creativity. Study 1, an investigation (through the experience sampling method) from 41 participants of social media, confirms the existence of knowledge hiding practices in Pakistan. Study 2 applied a partial least squares, structural equation modeling approach on randomly selected time lag data of 282 respondents from state-owned universities of Pakistan. Results show that evasive hiding and playing dumb have a significant negative relationship with team creativity; however, rationalized hiding does not affect significantly on team creativity. The absorptive capacity also does not mediate the relationship between factors of knowledge hiding and team creativity. The PMMC attenuates the negative influence of evasive hiding and playing dumb on team creativity; however, the PMMC does not moderate the influence of rationalized hiding on team creativity. The implications and future research directions are discussed in the last section of this study.

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“…The emphasis is on comparing employees’ present level of performance with their prior achievements. Research has shown that a mastery climate typically produces several adaptive consequences, such as higher performance, work engagement, mastery orientation, creativity, intrinsic motivation, and knowledge sharing (Buch, Nerstad & Säfenbom, ; Černe, Nerstad, Dysvik & Škerlavaj, ; Harwood, Keegan, Smith & Raine, ; Nerstad et al ., ; Nerstad, Searle, Černe, Dysvik, Škerlavaj & Scherer, ). For example, Nerstad et al .…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Who are the high achievers at work? Perceived motivational climate, goal orientation profiles, and work performance

Nerstad

Richardsen

Roberts

2018

Scandinavian J Psychology

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The purpose of this study was to respond to the call for research on goal orientation (mastery and performance orientation) profiles in work contexts. Among 8,282 engineers and technologists, Latent profile analyses indicated that four different goal orientation profiles existed – primarily mastery oriented, indifferent, moderate multiple goals, and success oriented. Both success oriented employees and employees who are primarily mastery oriented indicated the highest individual work performance. Further, mastery and performance climates were found to be relevant antecedents of employees’ goal orientation profiles. Supplementary analyses suggested that a primarily mastery oriented profile seems to be more beneficial for the facilitation of employee well‐being. The practical implications of these findings and directions for future research are presented.

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Perceived mastery climate, felt trust, and knowledge sharing

Cited by 88 publications

References 128 publications

Coworker Trust and Knowledge Sharing among Public Sector Employees in Kenya

Coworker Trust and Knowledge Sharing among Public Sector Employees in Kenya

Knowledge Hiding Behaviors and Team Creativity: The Contingent Role of Perceived Mastery Motivational Climate

Who are the high achievers at work? Perceived motivational climate, goal orientation profiles, and work performance

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