Fostering managers’ knowledge-sharing behavior: The impact of the employee–organization relationship

Hui-Ru Cai1, Min Li2, Pian-Pian Guan2
1School of Business Administration, South China University of Technology, People’s Republic of China
2School of Business Administration, South China University of Technology, People’s Republic of China
Cite this article:  Cai, H.-R., Li, M., & Guan, P.-P. (2016). Fostering managers’ knowledge-sharing behavior: The impact of the employee–organization relationship. Social Behavior and Personality: An international journal, 44(4), 669-678.

Volume 44 Issue 4 | e4957 | Published: May 2016 | DOI: https://doi.org/10.2224/sbp.2016.44.4.669

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Fostering managers’ knowledge sharing is very important in the utilization and leverage of organizational knowledge. In this study, we used social cognitive reinforcement theory, which is derived from social learning theory, to examine how the employee–organization relationship (EOR) influences managers’ knowledge-sharing behavior. We surveyed 550 frontline managers from 19 Chinese companies regarding the 2 components of EOR (expected contributions and offered inducements) and knowledge sharing. The results showed that expected contributions positively influenced knowledge sharing, and that offered inducements reinforced the relationship between the employee and the organization. Thus, compared to other approaches, a mutual investment approach, in which employers expect high levels of employee contributions and offer extensive inducements, will foster a higher level of knowledge sharing. Implications for future research are discussed.

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