Relationships between Trust and Collaborative Culture in the Context of Tacit Knowledge Sharing

Abstract

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A Back-Casting Knowledge Management Vision for a Digital Platform Ecosystem in Support of Thrivable Communities of Knowledge Workers

“…As a structural confirmatory factor analysis model has shown, knowledge sharing excels with higher job satisfaction (depending on an enabling collaborative culture) which, in turn, promotes knowledge distribution, with, both, becoming strong mediators between facets of organizational culture and institutional performances (Kucharska & Bedford, 2019). Empirical proof also confirms that a collaborative culture forms a mutually beneficially strong bond with trust (Kucharska, 2017).…”

Antecedents of Product Innovation for Vietnamese SMEs: The Roles of Transformational Leadership and Organizational Culture

“…The Effects of TL on Product Innovation Transformational leaders characterized leaders who stress in communicating about organizational goals in a clear way; proceeding as the leading force; taking part in proactive coaching; encouraging new skill development between employees and unceasingly looking for new opportunities to create the development for their firm (Chen et al, 2013;2017;Islam et al, 2018Van et al, 2018. Transformational leadership is perceived as one of the most effective leadership styles affected key outcomes of an organization such as: knowledge capital, human capital (Birasnav et al, 2011), organizational performance (Son et al, 2020, organizational justice (Phong & Son, 2020); and innovation performance (Jia et al, 2018).…”

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“…Therefore, subject literature offers many propositions of preferred or characteristic organizational cultures for enterprises operating in the conditions of the new economy and aspiring to the name of knowledge-based organizations. The following cultures are convergent and complementary: learning (Kaul, 2019), information (Daneshmandnia, 2019) and knowledge (Glińska-Neweś, 2007;Latusek, 2008;Kucharska, 2017), cooperation (Kamińska, 2012), trust (Sankowska, 2011;Paliszkiewicz, 2013), group (Patyal, and Koilakuntla, 2018), lean (Pereira Paro, and Gerolamo, 2017) and quality (Cronemyr, Bäckstrӧm, and Rӧnnbäck, 2017).…”

“…Therefore, in building a culture of quality, interpersonal relationships (Ehlers, 2009), treating employees and clients with respect, focusing on development, earning professional certificates or participation in organization management are of utmost importance. In this respect, the key importance of trust comes to the fore (Sankowska, 2011;Kucharska, 2017) not only in individual relations, but also in employee-organization or client-organization relations.…”