The Influence of Psychological Safety and Confidence in Knowledge on Employee Knowledge Sharing

Abstract

This research empirically examines the influence of psychological safety on knowledge sharing among coworkers in manufacturing and service operations contexts. Reconciling conflicting findings in the literature, we demonstrate that whereas psychological safety is an important antecedent of knowledge sharing, the relationship between psychological safety and knowledge sharing is moderated by the level of confidence that employees have in what they know. The greater this confidence, the lesser is the importance of psychological safety in facilitating knowledge sharing. Linking this result to social network theory, we find that psychological safety increases with the frequency of communication among coworkers and that the confidence of employees in their knowledge is related to the codifiability of the knowledge involved. We further investigate direct and indirect antecedents of psychological safety. This research offers insights into actions that managers can take to enhance psychological safety and, consequently, motivate their employees to share knowledge.psychological safety, knowledge sharing, operational choices, auxiliary network theory

OM Forum—Causal Inference Models in Operations Management

“…Therefore, the tools discussed in Section 4-propensity score matching, difference in differences, and regression discontinuity design-would be particularly germane. Table A5) There has also been recent empirical work examining how firms can better manage their workforce to achieve better outcomes (see Siemsen et al 2009, Bendoly 2014, Narayanan et al 2011, Staats 2012 Staats and Gino (2012) examine the impact of specialization on performance. Another line of research examines how the structure of teams, specifically the team's diversity, affects firm performance.…”

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Artifacts of personal safety in the subject space of students of the institute of higher education

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