Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

Abstract

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Unleashing the mechanism between affect-based trust and employee creativity: a knowledge sharing perspective

“…The study noted a positive effect of ABT on KS and EC ( H1–H3 ). The relationship between trust and KS is well documented (Lo et al , 2021; Yu and Takahashi, 2021). These studies have suggested that employees are more willing to learn, communicate and deliver knowledge where there is higher level of trust (Hsu and Chang, 2014).…”

“…Therefore, Kmieciak (2020) identified horizontal and vertical trust, whereas Swift and Hwang (2013) noted cognitive-based trust as the predictors of KS. Still, literature on the association between ABT and KS is scant (Lo et al , 2021; Lee, 2021). The findings of this study confirms that individuals with ABT are more likely to exhibit KS behaviors, because ABT is based on emotional connection between employees.…”

“…The social exchange theory (SET) of Blau (1964) suggested that social exchanges rely on trust which provides base for fulfillment of future obligations in long term. Experts have observed that mutual trust among employees has a positive impact on KS (Lee, 2021; Lo et al , 2021). According to Abdelwhab Ali et al (2019), KS is a learning process that requires integration of ideas, and this construct is based on actions (Tangaraja et al , 2016).…”

“…Resultantly, more knowledge is exchanged (Rutten et al , 2016). Although, recent studies have identified the association between trust and KS (Kmieciak, 2020; Lo et al , 2021; Yu and Takahashi, 2021), however, few suggested more evidence to support these results (Zeb et al , 2019). With this backdrop and following the future call of Kmieciak (2020), we focused on affect-based trust (ABT henceforth) as a predictor of KS which ultimately contributes to EC.…”

Knowledge and Information Management as a Factor of Higher Education Quality Assurance at Universities: Foreign Experience

“…Більшість людей як носії знань потребують створення корпоративної культури, яка би спонукала їх обмінюватися знаннями, що і є організаційним складником системи управління знаннями. Зарубіжні дослідники акцентують увагу на ролі і важливості підтримки топ-менеджментом університету процесу обміну знаннями -найважливішого процесу в управлінні знаннями, що дає можливість наукоємним організаціям сприяти інноваціям і досягти конкурентоспроможності (Lo et al, 2021), а також вказують на важливість ролі організаційного клімату в управлінні обміном знаннями між науковцями закладів вищої освіти (Al-Kurdi et al, 2020).…”