Enticing high performers to stay and share their knowledge: The importance of trust in leader

Kim, Seckyoung Loretta

doi:10.1002/hrm.21955

Cited by 19 publications

(10 citation statements)

References 80 publications

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“…Knowledge sharing behavior is defined as individuals transforming their work-relevant ideas, experience and suggestions into understandable and applicable forms for the knowledge receivers (Hao et al, 2019;Kim, 2019). In work settings, KSB can be considered one of the extra-role behaviors such as organizational citizenship behavior (OCB) because these behaviors are not formally prescribed by organizations, difficult to measure, and problematic to formally appraise (Love and Forret, 2008;Edú-Valsania et al, 2016).…”

Section: Lmx and Ksbmentioning

confidence: 99%

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

Shi

Yang

2019

Front. Psychol.

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Although leadership is considered a key factor in affecting employees' knowledge sharing behavior (KSB), previous literature has mainly focused on the direct relationship between it and KSB, neglecting the mediators and moderators in this relationship. To address this issue, this study explores when and how leader-member exchange (LMX) promotes KSB by examining affective commitment (AC) as mediator and employee general self-efficacy (GSE) and internal locus of control (ILOC) as boundary conditions. In addition, although these two positive self-view variables (i.e., GSE and ILOC) both exhibit positive effects on various work-related outcomes, based on self-verification theory, we posit that they may exhibit different moderating effects in the LMX-AC-KSB relationship. We empirically validated this moderated mediated model using data collected from 231 supervisor-subordinate pairs from an information technology company in China. The results show that GSE amplifies the mediated relationship between LXM and KSB via AC, but ILOC weakens this mediated relationship. Our study elucidates when and how LMX can effectively facilitate KSB and sheds new and nuanced light on the conceptual distinction between GSE and ILOC. The results of this study might direct managers how to develop relationships with their subordinates and how to maximally facilitate subordinates' KSB.

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Section: Lmx and Ksbmentioning

confidence: 99%

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

Shi

Yang

2019

Front. Psychol.

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“…Recognizing this gap in previous research, this study focuses on knowledge-intensive firms (KIFs) that are facing the challenge of retaining their talented knowledge workers and encouraging them to share their knowledge (Kim, 2019). Those workers may experience stress and burnout due to the amount of tasks and responsibilities and high level of pressure they have to deal with.…”

Section: Introductionmentioning

confidence: 99%

Social capital, employees' well-being and knowledge sharing: does enterprise social networks use matter? Case of Tunisian knowledge-intensive firms

Berraies

Lajili

Chtioui³

2020

JIC

160

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PurposeThe objective of this research is to examine the mediating role of employees' well-being in the workplace in the relationship between the dimensions of social capital, namely structural, relational and cognitive social capital and knowledge sharing, as well as the moderating role of enterprise social networks between knowledge sharing and employees' well-being.Design/methodology/approachA quantitative approach was performed within a sample of 168 middle managers working in knowledge-intensive firms in Tunisia. The Partial Least Squares method was used to analyze the data collected.FindingsResults highlight the importance of the dimensions of social capital as a lever for boosting knowledge sharing. It also reveals that employees' well-being plays a mediating role in the link between structural and relational social capital and knowledge sharing. Moreover, findings show that while enterprise social networks use does not moderate the relationship between employees' well-being and knowledge sharing, it has a positive and significant effect on knowledge sharing.Originality/valueOn the basis of a socio-technical perspective of knowledge management, this research pioneers the examination of the mediating effect of employees' well-being in the link between dimensions of social capital and knowledge sharing and the moderating role of enterprise social networks use within knowledge-intensive firms. Findings of this study may help managers of knowledge-intensive firms in boosting knowledge sharing within organizations, in improving knowledge workers' well-being and thus in motivating and retaining these talented employees.

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“…These firms require a collective construction of leadership instead of heroic practices of few leaders at the top management (Crevani et al , 2008). For KIFs, the need to encourage knowledge workers to share their valuable knowledge is a key issue to benefit from their intellectual capital and to prevent knowledge loss because of the retirement of baby-boomers or the resignation of other age cohorts (Kim, 2019; Swart and Kinnie, 2003). In a context of knowledge shortage, firms have to retain knowledge workers who attach a great importance to autonomy at workplace and do not accept subordination (Ben Yahia et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

Berraies

Hamza²,

Chtioui³

2020

JKM

104

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Purpose The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS). Design/methodology/approach Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method. Findings Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS. Originality/value This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

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Enticing high performers to stay and share their knowledge: The importance of trust in leader

Cited by 19 publications

References 80 publications

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

How Leader-Member Exchange Affects Knowledge Sharing Behavior: Understanding the Effects of Commitment and Employee Characteristics

Social capital, employees' well-being and knowledge sharing: does enterprise social networks use matter? Case of Tunisian knowledge-intensive firms

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

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