The effect of coworker knowledge sharing on performance and its boundary conditions: an interactional perspective.

Abstract

Considering the importance of coworkers and knowledge sharing in current business environment, this study intends to advance understanding by investigating the effect of coworker knowledge sharing on focal employees' task performance. Furthermore, by taking an interactional perspective, this study examines the boundary conditions of coworker knowledge sharing on task performance. Data from 149 samples indicate that there is a positive relationship between coworker knowledge sharing and task performance, and this relationship is strengthened when general self-efficacy or abusive supervision is low rather than high. Our findings suggest that the recipients' characteristics and leaders' behaviors could be important contingent factors that limit the effect of coworker knowledge sharing on task performance. Implications for theory and practice are discussed.