Trust and tacit knowledge sharing and use

Abstract

Purpose-This study aims to explore the impact of affect-based and cognition-based trust of co-workers on the willingness of professionals to share and use tacit knowledge. Design/methodology/approach-The relationships were examined through data provided by a sample of 202 professionals and managers in world headquarters of an international organization. Findings-The levels of both types of trust influence the extent to which staff members are willing to share and use tacit knowledge. Affect-based trust has a significantly greater effect on the willingness to share tacit knowledge, while cognition-based trust plays a greater role in willingness to use tacit knowledge. Research limitations/implications-The data are cross-sectional and were also collected in one organization. Future studies should consider longitudinal designs across multiple organizations. Alternatively, archival information could be used to measure actual tacit knowledge sharing and use among co-workers. Practical implications-The results indicate that both distinct types of trust are involved in decisions affecting transfer and use of tacit knowledge. This suggests that knowledge management efforts may need to include a finer grained view of the nature of the social networks impacting the knowledge transfer and management process. Originality/value-Previous studies have not examined the differential effects of both affect-based and cognition-based trust on employee willingness to share and use tacit knowledge.

Sharing of Knowledge among Faculty in a Mega Open University

“…Lack of trust is another significant factor directly influencing knowledge sharing behaviour (Holste & Fields, 2010;Renzl, 2008;Hislop, 2003;Andrews & Delahaye, 2000). Lack of trust may be because of the fear that others may misuse knowledge or take unjust credit for it, or it may be related to the accuracy and credibility of knowledge (Riege, 2005).…”

Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

“…However, a review of the literature concerning individuals' knowledge-sharing behaviour shows that the motives and factors involved in behaviour such as knowledge sharing are still regarded as difficult to understand comprehensively and explore in great detail (Holste & Fields, 2010;Wang & Hou, 2015). Chief among the reasons is that individuals' knowledge-sharing behaviour goes against human nature as people think their knowledge is valuable and important (Davenport & Prusak, 1998).…”

Factors That Impact Knowledge Dissemination in Projects

“…Interpersonal trust is a prerequisite for knowledge sharing [53]. In a project environment, teams are temporary in nature; and so trust and shared understanding cannot be as easily built over a short period of time as with a permanent team.…”