Social Capital in Emerging Collaboration Between NPOs and Volunteers: Performance Effects and Sustainability Prospects in Disaster Relief

VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations - Disaster management research increasingly focuses on how to collaborate with emergent volunteers in order to support...     

Personality traits and knowledge sharing

In this paper, we describe an empirical study that relates three personality traits (agreeableness, conscientiousness and openness) to knowledge sharing. In the existing literature considerable attention has been paid to managerial influences on knowledge sharing, technological support through information and communication systems, or individual characteristics like motivation or the perception of conflict of interest or vulnerability. Instead we concentrate on the role that personal dispositions play in individual’s knowledge sharing behavior. By means of structural equation modeling with PLS, we discover significant correlations between the personality traits and knowledge sharing within teams of an engineering company. Our results clearly contribute to the existing literature, as they offer empirical evidence of the impact of enduring individual characteristics on knowledge sharing.     

Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation

Knowledge sharing within and between teams is of vital importance for organizations. The influence of interpersonal trust in general and trust in management in particular on knowledge sharing is evident. However, it is not clear how the relationship between interpersonal trust and knowledge sharing works. This study provides a better understanding of that relationship by demonstrating that fear of losing one's unique value and knowledge documentation have a mediating effect on the relationship between trust in management and knowledge sharing. Specifically, trust in management increases knowledge sharing through reducing fear of losing one's unique value and improving willingness to document knowledge. These findings have important implications at both a managerial and theoretical level. For managers, this paper emphasizes the individual's central role in the knowledge sharing process in terms of knowledge documentation and fear of losing one's unique value. On the theoretical level, this study provides empirical evidence for two mechanisms that help explain the effect of trust in management on knowledge sharing. In future research, this study could be extended to include other psychosocial phenomena that enable knowledge sharing in organizations.