Abstract
PurposeThe purpose of this study is to examine the antecedents of specific human resource management (HRM) practices and trust on knowledge sharing (KS) behavior of employees.Design/methodology/approachIn the first phase, a questionnaire survey was used to collect the data from 350 randomly selected individuals working in banks. In the second phase, ten managerial-level employees were interviewed to triangulate the findings of the survey.FindingsThe results revealed that employees viewed trust, recruitment and selection and performance appraisals have a positive relationship with KS behavior. However, training and development and incentives have no impact on KS.Originality/valueThe value of this paper lies in the understanding gained about the interactive effects of KS and HR practices using the structural equation modeling technique. This paper will help in understanding the factors that can promote KS. This study will be helpful for employees, managers and policymakers. This study may help in highlighting the significant role of HR practices.
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