Academy of Management Proceedings · 2005 · 33 citations · 0 references
ManagementKnowledge ManagementOrganizational BehaviorKnowledge SharingKnowledge TransferOrganizational CommunicationCollaborative Knowledge SharingKnowledge ExchangeKnowledge Sharing In OrganizationsTacit Knowledge ManagementTrust In Knowledge SharingTrust In ManagementBarriers To Knowledge SharingGroup Knowledge Sharing
This study explored the relationship between affect-based and cognition-based trust and the willingness of professionals to share and use tacit knowledge. Affect-based and cognition based trust both influence willingness to share and use tacit knowledge. The effects of each type of trust differ between positive referents (well-liked co-workers) and negative referents (not-well-liked co-workers). The results suggest that managers can facilitate sharing and use of tacit knowledge by undertaking programs that develop both cognition and affect-based trust among co-workers.