Abstract
Previous research indicated that task conflict benefits knowledge sharing within organization, whereas relationship conflict damages it. However, little is known about the underlying psychological process by which task and relationship conflicts have distinct effects on knowledge sharing. In this study, we aim to open the "black box" in the relationship between conflict and knowledge sharing. This paper presents a mediational model of knowledge sharing and tests how three psychological states (psychological meaningfulness, availability, and safety) and knowledge workers' engagement mediate the effects of two types of conflict on knowledge sharing. Results of a study of 144 knowledge workers showed that task conflicts have positive effects on three psychological states, while relationship conflicts have negative effects. Furthermore, three psychological states affected workers' engagement and knowledge sharing behaviors. The results supported an integrative perspective on how workers' psychological processes affected workers' knowledge sharing behavior in different conflict contexts.
Published Version
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