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.

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Recent efforts to more fully understand the mechanisms through which work and family experiences and their cross-over effects influence well-being have stimulated the development of integrative models of the work-family interface. This line of research is represented by the model which Frone, Russell, and Cooper (1992) tested with a sample of U.S. employees. In the current study, we examine the cross-cultural generalizability of this model among married Hong Kong employees. Results of the analyses suggest that many of the relationships among work and family constructs are similar across the two cultures, but that the nature and effects of the cross-over between family and work domains on overall employee well-being may differ. That is, life satisfaction of Hong Kong employees is influenced primarily by work-family conflict, while that of American employees is influenced primarily by family-work conflict. Limitations of the study and implications of the findings for assisting employees integrate their work and family responsibilities as a source of competitive advantage are discussed.

In the shadow of corporate scandals such as Enron and Worldcom, an increase in attention has been directed towards an approach termed 'servant leadership'. To date, servant leadership has been discussed and described almost entirely in the North American context (Farling et al., 1999;Spears, 1995). In the following study, we explored the extent to which followers from Ghana and the USA have experienced three servant leadership dimensions in a work situation, and the extent to which these followers relate servant leadership dimensions to judgments about leadership effectiveness in each culture. After testing for measurement equivalence and adjusting the item weights in each culture, we found that Ghanaians reported experiencing servant leadership behaviours significantly less than North Americans. We also found that vision had a significantly stronger relationship with leader effectiveness for Ghanaians in comparison to North Americans, but that both sub-samples relate service and humility with leader effectiveness similarly. We explored possible explanations and implications based on cultural differences.

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