Abstract
Purpose - This research aims to evaluate if knowledge-centered culture fosters knowledge sharing equally across employees with different levels of trust propensity, an enduring individual characteristic.Design/methodology/approach - A cross-sectional questionnaire study was conducted with 128 US-based employees.Findings - We found that knowledge-centered culture only promoted knowledge sharing in individuals with high levels of trust propensity. For individuals with low levels of trust propensity, knowledge-centered culture had no effect on knowledge sharing.Research limitations/implications - We focused exclusively on trust propensity as a moderator. Future research could analyze the role of other enduring individual differences in the relationship between knowledge-centered culture and knowledge sharing.Practical implications - A knowledge-centered culture may be inefficient in promoting knowledge sharing in employees with low propensity to trust. Recruitment and selection of individuals with a high propensity to trust is a possible solution to enhance the association between knowledge-centered culture and knowledge sharing in organizations.Originality/value - By identifying an enduring individual characteristic that shapes the relationship between knowledge-centered culture and knowledge sharing, we move towards the development of a contingent view of knowledge-centered culture and show that knowledge-centered culture fosters knowledge sharing differently across employees.
Purpose - This research aims to evaluate if knowledge-centered culture fosters knowledge sharing equally across employees with different levels of trust propensity, an enduring individual characteristic.Design/methodology/approach - A cross-sectional questionnaire study was conducted with 128 US-based employees.Findings - We found that knowledge-centered culture only promoted knowledge sharing in individuals with high levels of trust propensity. For individuals with low levels of trust propensity, knowledge-centered culture had no effect on knowledge sharing.Research limitations/implications - We focused exclusively on trust propensity as a moderator. Future research could analyze the role of other enduring individual differences in the relationship between knowledge-centered culture and knowledge sharing.Practical implications - A knowledge-centered culture may be inefficient in promoting knowledge sharing in employees with low propensity to trust. Recruitment and selection of individuals with a high propensity to trust is a possible solution to enhance the association between knowledge-centered culture and knowledge sharing in organizations.Originality/value - By identifying an enduring individual characteristic that shapes the relationship between knowledge-centered culture and knowledge sharing, we move towards the development of a contingent view of knowledge-centered culture and show that knowledge-centered culture fosters knowledge sharing differently across employees.