Unlocking the mask: how respectful engagement enhances tacit knowledge sharing among organizational members

Abstract

Purpose

Despite the importance of knowledge sharing (KS), organizations find it difficult to motivate their employees to share their knowledge with co-workers. Based on a combination of the group value model and the socialization resources theory (SRT), this study is, therefore, an endeavor to contribute to the understanding of how organizations can develop efficacious tacit knowledge sharing (TKS)-strategies by harnessing insights from the impact of respectful engagement (RE) and workplace friendship (i.e. friendship opportunity and friendship prevalence).

Design/methodology/approach

Group value model and SRT are used to develop a new pathway to TKS which focuses on how RE among employees contributes to the development of workplace friendship which in turn facilitates TKS. Self-reported data were collected online from 593 employees working in various organizational sectors. Hypotheses were tested with structural equation modeling (SEM).

Findings

The results suggest that RE is an essential precursor of TKS, having both direct positive relationship with TKS and partial indirect positive relationship through friendship opportunity and friendship prevalence. RE was also positively related to the two facets of workplace friendship (i.e. friendship opportunity and friendship prevalence). Both friendship opportunity and friendship prevalence were positively related to TKS.

Practical implications

These findings underscore the importance of implementing initiatives that support positive interrelations characterized by respect at work in order to promote TKS.

Originality/value

By linking RE to TKS, this study adds new insight to the relational basis of sharing personal asset/resource as tacit knowledge. The inclusion of mediation path helps in shedding light and opening up a black box of RE-TKS interface.

Citation

Enwereuzor, I.K., Ugwu, L.E. and Ugwu, L.I. (2023), "Unlocking the mask: how respectful engagement enhances tacit knowledge sharing among organizational members", International Journal of Manpower, Vol. 44 No. 1, pp. 95-112. https://doi.org/10.1108/IJM-04-2021-0246