To Share or Not to Share: Modeling Tacit Knowledge Sharing, Its Mediators and Antecedents

By Chieh-Peng Lin. 2007

527 citations recorded by the source corpus.

Subfields: Communication, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a3e5d6d3df8499174022ec014ee056822f842f53

How researchers see this paper

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. Hsu-Hsin Chiang
5. P. Tang
6. Y. Bavik
7. Mark Loon
8. Karen Lee

In Information Systems and Management

1. P. Tang
2. Y. Bavik
3. Mark Loon
4. Huigang Liang
5. Nianxin Wang
6. Karen Lee
7. Tzu-Shian Han
8. Gian Marcus Casimir

In Organizational Behavior and Human Resource Management

1. Hsu-Hsin Chiang
2. P. Tang
3. Y. Bavik
4. Mark Loon
5. Huigang Liang
6. Nianxin Wang
7. Aihwa Chang
8. Tzu-Shian Han

Citations in the corpus

• Knowledge Sharing in Teams (2014, methodology): “In a study that examined tacit knowledge sharing in general (not specifically in teams), trust in coworkers and organizational commitment were found to relate positively to tacit knowledge sharing (Lin, 2007).”
• Knowledge sharing, intellectual capital and firm performance (2014, methodology): “It comprises a set of shared understandings related to providing employees with access to relevant information and using existing knowledge within organizations (Lin, 2007b).”
• Employee participation in decision making, psychological ownership and knowledge sharing: mediating role of organizational commitment in Taiwanese high-tech organizations (2010, background): “Employee participation in decision making, psychological ownership and knowledge sharing: mediating role of organizational commitment in Taiwanese high-tech organizations Tzu-Shian Han*, Hsu-Hsin Chiang and Aihwa Chang”
• Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “Affect-based trust in colleagues lowers perceived uncertainty, fosters risk-taking behavior, and promotes collaboration (Choi, 2006; Lin, 2007; Madjar and Ortiz-Walters, 2009).”
• A model of knowledge‐sharing motivation (2009, unknown): “Lin (2007b) found that procedural and distributive justice perceptions were positively related to tacit knowledge-sharing behavior.”
• Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths (2017, methodology): “Lin (2007) has argued that employees' refusal to share knowledge with coworkers threatens the fundamental interests of an organization, such as its survival and competitiveness in the market, and hence might be considered a violation of the moral norm in organizations.”