Trust and tacit knowledge sharing and use

By J. Scott Holste, Dail Fields. Journal of Knowledge Management, 2010

800 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/2f3359e5bd904fb21fc44cc150cc8e7b45628897

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The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. Huigang Liang
2. Nianxin Wang
3. Zhining Wang
4. P. Tang
5. Y. Bavik
6. Sturle Danielsen Tvedt
7. Amr Arisha
8. Mohamed A. F. Ragab

In Organizational Behavior and Human Resource Management

1. P. Tang
2. Y. Bavik
3. Sturle Danielsen Tvedt
4. Paavo Ritala
5. Huigang Liang
6. Nianxin Wang
7. Snejina Michailova
8. Jaffar Abbas

In Sociology and Political Science

1. Snejina Michailova
2. P. Tang
3. Y. Bavik
4. Sturle Danielsen Tvedt
5. Huigang Liang
6. Nianxin Wang
7. Jaffar Abbas
8. L. W. Lam

Citations in the corpus

• Knowledge management and measurement: a critical review (2013, background): “The general observation is that knowledge sharing flourishes in less formalised, more decentralised (Chen and Huang, 2007) ad hoc cultures (Tseng, 2010) that foster trust (Holste and Fields, 2010) and entrepreneurial attitude (Suppiah and Sandhu, 2011).”
• The Influence of Project Commitment and Team Commitment on the Relationship between Trust and Knowledge Sharing in Project Teams (2017, background): “Though many studies have suggested a direct relationship between trust and knowledge sharing (e.g., Holste & Fields, 2010), others have not found this relationship (Bakker et al., 2006; Chow & Chen, 2008).”
• Knowledge sharing, intellectual capital and firm performance (2014, methodology): “Keys to tacit KS are the willingness and capacity of individuals to share what they know and to use what they learn (Holste and Fields, 2010).”
• Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, background): “…perspective, knowledge sharing can be determined by a) the mutual trust between the knowledge sharer and the knowledge recipient (Butler, 1999; Holste & Fields, 2010); b) the perceived managerial support (Brachos, Kostopoulos, Eric Soderquist, & Prastacos, 2007); and c) the type and the…”
• The Impact of Knowledge Sharing and Innovation upon Sustainable Performance in Islamic Banks: A Mediation Analysis through an SEM Approach (2019, background): “The interpersonal trust between, and reputation of, coworkers, significantly affects employees’ personal experiences within the business organization in terms of sharing, absorbing and transferring knowledge [70,71].”
• The information impact of network media, the psychological reaction to the COVID-19 pandemic, and online knowledge acquisition: Evidence from Chinese college students (2020, background): “Knowledge sharing is not the simple transfer of knowledge nd information, but an important way to increase knowledge eserves and to improve the knowledge structure so as to effecively improve the ability of knowledge acquisition and to stimulate nowledge creation behavior (Bock, 2002; Senge, 1997).”
• Knowledge sharing, knowledge leaking and relative innovation performance: An empirical study (2015, background): “Intentional leakage could be the result of employee frustration with the firm in terms of politics, organizational barriers, lack of trust (Casimir et al., 2012; Holste and Fields, 2010),”