Trust and social network to boost tacit knowledge sharing with mediation of commitment: does culture moderate?

• Published in: VINE journal of information and knowledge management systems Vol. 53; no. 6; pp. 1135 - 1158
• Main Authors: Umar, Muhammad, Sial, Maqbool Hussain, Ali, Syed Ahmad, Bari, Muhammad Waseem, Ahmad, Muhammad
• Format: Journal Article
• Language: English
• Published: Bingley Emerald Publishing Limited 20.11.2023; Emerald Group Publishing Limited
• Subjects: Cognitive ability; Collaboration; Competition; Competitive advantage; Culture; Data analysis; Decision making; Education; Employees; Explicit knowledge; Higher education; Knowledge management; Knowledge sharing; Literature reviews; Model testing; Organizational aspects; Random sampling; Social capital; Social exchange theory; Social networks; Tacit knowledge; Trustworthiness; Pakistan; Social network; Tacit knowledge sharing; Commitment; Knowledge sharing culture; Trust
• ISSN: 2059-5891; 2059-5891; 2059-5905
• DOI: 10.1108/VJIKMS-01-2021-0012

Purpose This paper aims to investigate the tacit knowledge-sharing framework among Pakistani academicians. The objective is to study trust and social networks as antecedents to foster tacit knowledge sharing with the mediating role of commitment. Furthermore, the moderating role of organizational knowledge-sharing culture is also examined. Design/methodology/approach The study applied a survey-based quantitative research design to test the proposed model. The nature of data are cross-sectional and collected with stratified random sampling among public sector higher education professionals of Pakistan. The total sample size for the present research is 247 respondents. The variance-based structural equation modeling technique by using Smart_PLS software is used for analysis. Findings Data analysis and results reveal that trust and social networks are significant predictors of tacit knowledge sharing among Pakistani academicians while commitment positively mediated the relationships. While the moderating role of organizational knowledge-sharing culture is also established. Research limitations/implications The current research explains tacit knowledge sharing among academics with fewer antecedents i.e. social network and trust with limited sample size and specific population. There is still a great deal of work to be done in this area. Hence, the study provides direction for including knowledge-oriented leadership and knowledge governance in the current framework. Moreover, the framework can be tested in different work settings for better generalization. Practical implications The study gives an important lead to practitioners for enhancing tacit knowledge sharing at the workplace through a robust social network of employees, building trust and boosting employees’ commitment, as well as through supportive organizational knowledge sharing culture. Originality/value The research comprehends the tacit knowledge sharing framework with theoretical arrangements of trust, social networks, commitment and culture in higher education workplace settings under the umbrella of social capital theory.