Abstract
Despite leaders’ investment in knowledge management practices, 76% of U.S. employees are hesitant to share tacit knowledge with co-workers. Researchers have suggested that willingness to share hinders the tacit knowledge transfer process. Employees become unwilling to share tacit knowledge with others due to cooperation and competition. The aim of this research is to understand the role of peer-to-peer cooperation on willingness to share tacit knowledge (WSTK). A total of 250 U.S. employees were sampled to measure knowledge-based trust (KBT) on WSTK. Pearson correlation and linear regression were used to investigate KBT and WSTK. Results indicated that KBT significantly predicted WSTK. Employee age and same-gender interactions did not influence the KBT-WSTK relationship. It was concluded that leaders and managers who promote KBT relationships are likely to encourage WSTK and create advantages over competitors.
Highlights
Leaders invest heavily in knowledge management (KM) practices that encourage tacit knowledge sharing among employees
This study investigates how peer-to-peer cooperation techniques may advance the literature on the willingness to share tacit knowledge
This study focuses on peer-to-peer cooperation to influence willingness to share tacit knowledge
Summary
Leaders invest heavily in knowledge management (KM) practices that encourage tacit knowledge sharing among employees. The KM community widely accepts that willingness to share tacit knowledge creates organizational knowledge (Edwards et al, 2017). Pan et al (2018) reported that, despite leadership investment in KM practices, 76% of U.S employees are hesitant to share tacit knowledge with co-workers.
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