The effect of coworker knowledge sharing on performance and its boundary conditions: An interactional perspective.

Abstract

Considering the importance of coworkers and knowledge sharing in current business environment, this study intends to advance understanding by investigating the effect of coworker knowledge sharing on focal employees' task performance. Furthermore, by taking an interactional perspective, this study examines the boundary conditions of coworker knowledge sharing on task performance. Data from 149 samples indicate that there is a positive relationship between coworker knowledge sharing and task performance, and this relationship is strengthened when general self-efficacy or abusive supervision is low rather than high. Our findings suggest that the recipients' characteristics and leaders' behaviors could be important contingent factors that limit the effect of coworker knowledge sharing on task performance. Implications for theory and practice are discussed.

The impact of close monitoring on creativity and knowledge sharing: The mediating role of leader‐member exchange

“…We used the seven‐item scale that Srivastava et al () produced by combining Faraj and Sproull's () four‐item knowledge sharing scale and Durham ()'s three‐item information sharing scale. Srivastava et al () have validated the combined seven‐item scale, and subsequent research (e.g., Kim, Kim, & Yun, ; Kim & Yun, ) has used the Srivastava et al () seven‐item scale to measure knowledge sharing. The items were “This employee shares his/her special knowledge and expertise with other employees,” “If this employee has some special knowledge about how to perform the task, he/she is likely to tell others about it,” “This employee exchanges information, knowledge, and sharing of skills with other employees,” “This employee freely provides others with hard‐to‐find knowledge or specialized skills,” “This employee helps others in developing relevant strategies,” “This employee shares a lot of information with other employees,” and “This employee offers lots of suggestions to other employees.” A confirmatory factor analysis (CFA) of the seven items from the two scales indicated an acceptable level of fit for a one‐factor model ( χ 2 (12) = 31.47, p < .01; GFI = .95, CFI = .99, RMSEA = .10).…”

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

“…Although trust in coworkers could be a helpful factor in promoting employees' positive attitudes and behaviors (Ferres et al, ; Halbesleben & Wheeler, ), the degree of impact varies between individuals. Prior studies have explored leader factors, employee characteristics, and demographics as moderators in the relationship between coworker influence and outcomes (Kim & Yun, ; Ng and Sorensen, ). For example, Ng and Sorensen () have investigated gender, tenure, and job type as moderating factors in the relationship between coworker support and job satisfaction.…”

“…For example, Ng and Sorensen () have investigated gender, tenure, and job type as moderating factors in the relationship between coworker support and job satisfaction. Kim and Yun () have found the moderating roles of abusive supervision and self‐efficacy in the relationship between coworker knowledge sharing and task performance. This research argues that the effects of trust in coworkers are likely stronger for low performers in terms of influencing turnover intention and knowledge‐sharing behavior for the following reasons.…”

“…Prior studies noted that individuals with low self‐esteem are affected more by contextual cues such as ethical leadership as they are not certain about how to behave in the workplace (Avey, Palanski, & Walumbwa, ). Previous research demonstrated that employees with low general self‐efficacy, who have low capabilities and fewer resources, perceive more benefits from coworker knowledge sharing than those with high self‐efficacy (Kim & Yun, ). In addition, scholars highlight that individuals seek help or advice when they are in doubt (e.g., Hofmann, Lei, & Grant, ; Nadler, Ellis, & Bar, ).…”

Why and when knowledge hiding in the workplace is harmful: a review of the literature and directions for future research in the Chinese context

“…A number of scholars have proposed that knowledge sharing has a positive influence on a wide range of work outcomes such as employee creativity (Dong et al. ), employee job performance (Kim and Yun ), team creativity (Men et al. ) and firm innovative capability (Podrug, Filipović and Kovač ).…”