Personality trait of conscientiousness impact on tacit knowledge sharing: the mediating effect of eagerness and subjective norm

Abstract

Purpose This study aims to examine psychological mechanisms underlying tacit knowledge-sharing behaviours. The personality trait of conscientiousness is tested in relation to knowledge sharing, and the effect of eagerness and subjective norm on the intention to share is measured in the context of local and multinational knowledge-intensive enterprises in Croatia. Design/methodology/approach The quantitative study was conducted on a sample of 288 employees of small and medium-sized companies working on knowledge-intensive tasks. The purposive sampling technique and a survey strategy were used in the study. Organizational affiliation, as it was presumed that these individuals possess a higher degree of tacit knowledge. The data collection was conducted in October 2019. Respondents worked in science and technology companies in Croatia on assignments involving information technology, electronics, petrochemicals, medicine and biochemistry. Statistical product and service solutions analysis of a moment structures software was used to perform confirmatory factor analysis and structural equation modelling. Findings The findings suggest that the personality trait of conscientiousness has a positive impact on tacit knowledge sharing behaviour. An attitude of eagerness and subjective norm were also confirmed as predictors of tacit knowledge sharing behaviour. Furthermore, conscientiousness influences the eagerness to share knowledge. A significant association between subjective norm and conscientiousness was also established. Finally, the mediating effects were identified, indicating that subjective norm and eagerness mediate the relationship between conscientiousness and tacit knowledge sharing. Practical implications Explaining the relationship between personality and attitude in the context of knowledge sharing will result in a better understanding of factors that should be nurtured within individuals. Accordingly, distinct management initiatives are to be developed to suit these factors. Furthermore, to intensify the knowledge exchange when working on knowledge-intensive tasks of significant economic value, organizations tailor a more particularistic application to suit the individual in the domain of leadership, staffing decisions, work organization and incentive systems. Originality/value This study provides an in-depth analysis and theoretical understanding of factors salient for knowledge-sharing behaviour. The authors provide an overview of how knowledge sharing evolves during social interaction through intensive problem-solving sessions and teamwork. The authors render the explanation on how the personality trait of conscientiousness, conjoint with the attitude of eagerness to share know-how in the expert surrounding, is conducive to the generation of tacit knowledge sharing. Underpinning this study are employees’ psychological motives and internal drives to communicate individual cognitive capital outweighing the potential negative consequences, such as losing the competitive advantage over the colleagues.

The Impact of Pro-Social Behaviours on Workplace Performance and Sustainability of University Administration

“…Pradhan and Jena [67] maintained the position that employee development created an edge in terms of competition and rivalry [67]. Furthermore, it supports Chanana [47], and Yasar et al [38], who found a positive significant relationship between job engagement, competitiveness, firm-learning and performance [38,47]; and Suhag et al [69], and Obrenovic et al [49] who found that knowledge sharing, and process innovation had a positive impact on improved engagement and job satisfaction [49,69].…”

“…Succinctly put, the term volunteering means helpfulness [10,49]. It refers to assisting colleagues in the workplace with their tasks, for example, gladly supporting new employees, assisting overworked coworkers, assisting absent workers and leading staff to meet targets, to name a few.…”

“…Furthermore, there exists a replete of studies on pro-social behaviours about other variables, see: [8,34,35,72]. However, a research dearth/gap exists concerning the variable of workplace performance, and in the industry or sector scope of university administration, see: [30,49]. As such, the research is made justifiable by attempting to bridge the gap in the literature and providing empirical proof of the extent to which pro-social behaviours impact workplace performance and sustainability of university administration.…”

Entrepreneurial Leadership and Entrepreneurial Performance in Start-Ups: A Moderated Serial Mediation Model

“…Knowledge sharing can be classified as either explicit and tacit (Zhao et al, 2020). Tacit knowledge refers to the skills accumulated by employees during their tenure and is abstract expertise (Obrenovic et al, 2021) which facilitates the development of employees and companies. Tacit knowledge is highly personalized, based on the accumulation of personal experience, and influenced by personal subjective factors (Wang et al, 2006).…”

“…Knowledge sharing contributes to innovation (Fernandes Crespo et al, 2021), and is a key part of knowledge management; this helps organizations achieve a sustainable competitive advantage (Han et al, 2020), and contributes positively to organizational performance (Orpipath, 2018). Leaders can positively contribute to employee tacit knowledge sharing (TKS) by providing incentives and empowerment (Obrenovic et al, 2021). A recent study explored the role of tacit knowledge in driving business model innovation among team members and team leaders through an Italian engineering consulting firm (Castellani et al, 2021).…”