Knowing and sharing: Transactive knowledge systems and psychological safety Wissen und Teilen: Transaktive Wissenssysteme und psychologische Sicherheit
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ABSTRACT: Supplementary Information
The online version of this article (10.1007/s11613-021-00722-7) contains supplementary material, which is available to authorized users.
SUBMITTER: Burrell E
PROVIDER: S-EPMC8356548 | biostudies-literature |
REPOSITORIES: biostudies-literature
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Project description:Knowledge sharing between individuals is a key process for knowledge-intensive organizations to create value and gain a competitive edge. An individual is in the center of a complex set of factors, which are conducive to the knowledge-sharing process. The purpose of this empirical study is to explain the interaction mechanisms between personality and knowledge-sharing behavior and to examine the mediating effects of willingness to share knowledge and subjective norm. The theory of planned behavior, the social exchange theory, and the big five personality traits theory are combined to explain tacit knowledge-sharing behavior. A survey strategy and purposive sampling was applied, and the analysis was conducted on a sample of 288 employees from Croatia working on knowledge-intensive tasks for which high levels of tacit knowledge sharing are characteristic. A standard online questionnaire consisted of items evaluated on a 7-point Likert-scale, ranging from strongly agree (7) to strongly disagree (1). In the structural model, relationships between altruism, willingness, subjective norm, and tacit knowledge sharing were tested. Confirmatory factor analysis with maximum likelihood estimation was performed by using SEM software AMOS version 23. The findings of the study suggest that altruism has a direct impact on tacit knowledge sharing, reaffirming a relationship with knowledge sharing but distinguishing between sharing of different types of knowledge, assessing tacit knowledge sharing as a construct separate from general knowledge sharing. Our findings suggest that willingness to share is a predictive factor of knowledge sharing behavior between employees, having both direct impact on tacit knowledge sharing and being a mediator between the trait of altruism and tacit knowledge sharing. The mediation test also indicates that altruism has an indirect influence on tacit knowledge sharing when subjective norm was a mediator. The findings suggest that personality traits relying on social capital, such as altruism, have more influence on tacit knowledge sharing compared to personality traits that have accentuated intrinsic components. The study contributes to the better understanding of factors stimulating knowledge-sharing behaviors and provides recommendations based on empirical evidence, which may later be applied in the development of knowledge-sharing leadership styles, employee hiring, and auxiliary initiatives.
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Project description:Research summaryWe investigate how knowledge similarity between two individuals is systematically related to the likelihood that a serendipitous encounter results in knowledge production. We conduct a field experiment at a medical research symposium, where we exogenously varied opportunities for face-to-face encounters among 15,817 scientist-pairs. Our data include direct observations of interaction patterns collected using sociometric badges, and detailed, longitudinal data of the scientists' postsymposium publication records over 6 years. We find that interacting scientists acquire more knowledge and coauthor 1.2 more papers when they share some overlapping interests, but cite each other's work between three and seven times less when they are from the same field. Our findings reveal both collaborative and competitive effects of knowledge similarity on knowledge production outcomes.Managerial summaryManagers often try to stimulate innovation by encouraging serendipitous interactions between employees, for example by using office space redesigns, conferences and similar events. Are such interventions effective? This article proposes that an effective encounter depends on the degree of common knowledge shared by the individuals. We find that scientists who attend the same conference are more likely to learn from each other and collaborate effectively when they have some common interests, but may view each other competitively when they work in the same field. Hence, when designing opportunities for face-to-face interactions, managers should consider knowledge similarity as a criteria for fostering more productive exchanges.
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