Knowledge sharing: influences of trust, commitment and cost
Purpose ‐ This paper's aim is to examine the influence of perceived cost of sharing knowledge and affective trust in colleagues on the relationship between affective commitment and knowledge sharing.
Design/methodology/approach ‐ The methodology
used was a survey of 496 employees from 15 organizations across ten industries.
Findings ‐ Affective trust in colleagues moderates the relationship between affective commitment and knowledge sharing and the relationship between cost of knowledge sharing and knowledge sharing.
Research limitations/implications ‐ Future researchers should operationalize the perceived cost of knowledge sharing construct to include other potential group barriers; for instance, politics and organizational barriers, management commitment and lack of trust.
implications ‐ The findings of this study suggest that employees who value social relationships and social resources tend to view knowledge as a collectively owned commodity. As such, their knowledge sharing behavior reflects the model of reciprocal social exchanges.
implications ‐ The results of this study indicate that an organizational culture that encourages affect-based trust between colleagues will facilitate knowledge sharing.
Originality/value ‐ The paper bridges the gap between the literature on knowledge sharing,
perceived cost of knowledge sharing, affective organizational commitment and trust in a single model.