There are two typical forms of trust in organisational settings—institution-based trust and interpersonal trust. The role of interpersonal trust in promoting interdepartmental knowledge sharing has been investigated. The effect of institution-based trust, especially the joint effect of institution-based and interpersonal trust, on interdepartmental knowledge sharing has not been adequately described. This article builds a conceptual model to describe the independent and joint effects of these two forms of trust on the satisfaction and success of interdepartmental knowledge sharing. The moderating role of knowledge tacitness is also described in this model, which is tested on 294 collaborative task scenarios between departments within Chinese IT firms. The empirical results essentially support the proposed model and contribute to organisational trust and interdepartmental knowledge-sharing discussions by clarifying the substantial roles of these two forms of trust in the context of interdepartmental collaboration and knowledge sharing.
There are two typical forms of trust in organisational settings—institution-based trust and interpersonal trust. The role of interpersonal trust in promoting interdepartmental knowledge sharing has been investigated. The effect of institution-based trust, especially the joint effect of institution-based and interpersonal trust, on interdepartmental knowledge sharing has not been adequately described. This article builds a conceptual model to describe the independent and joint effects of these two forms of trust on the satisfaction and success of interdepartmental knowledge sharing. The moderating role of knowledge tacitness is also described in this model, which is tested on 294 collaborative task scenarios between departments within Chinese IT firms. The empirical results essentially support the proposed model and contribute to organisational trust and interdepartmental knowledge-sharing discussions by clarifying the substantial roles of these two forms of trust in the context of interdepartmental collaboration and knowledge sharing.
As a key influencing factor, top management is very important for organizational innovation. With the survey data from 112 Chinese firms, the relationship between top management styles and organizational innovation is analyzed. Based on cluster analysis, four styles of top management, labelled mechanical, moderate, autocratic entrepreneurial and democratic entrepreneurial, were empirically derived firstly. The discriminant analysis shows the significant diversity of organizational innovation between different top management styles. A top management style with higher entrepreneurial, long-term, and participative orientation like democratic entrepreneurial style seems to be having better organizational innovation performance. Then, the mediating role of perception of learning between top management styles and organizational innovation is verified. The findings show that a firm can improve organizational innovation by transforming the top management style to facilitate members' perception of learning.
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