Knowledge sharing and knowledge hiding in light of the mistakes acceptance component of learning culture- knowledge culture and human capital implications

Abstract

Purpose This study aims to examine the micromechanisms of how knowledge culture fosters human capital development. Design/methodology/approach An empirical model was developed by using the structural equation modeling method based on a sample of 321 Polish knowledge workers employed in different industries. Findings This study provides direct empirical evidence that tacit knowledge sharing supports human capital, whereas tacit knowledge hiding does not, and this hiding is considered a waste of knowledge. If tacit knowledge does not circulate within an organization, it is a severe waste of an organization. The findings indicate that shame from making mistakes might impede the sharing of knowledge gained from making those mistakes, and in such cases, the knowledge remains hidden. Practical implications Leaders aiming to ensure human capital growth should implement an authentic learning culture composed of a learning climate and mistakes acceptance components that enable open discussion about mistakes on each organizational level. Originality/value The knowledge culture is found to be an essential element of building human capital but, at the same time, not sufficient without a learning culture, and its mistakes acceptance component. A permanent organizational learning mode that supports a continuous organizational shared mental model reframing is an antidote to tacit knowledge hiding.