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Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia

Halimah Abdul Manaf (College of Law, Government and International Studies, Universiti Utara Malaysia, Sintok, Malaysia)
William S. Harvey (Business School, University of Exeter, Exeter, UK)
Steven J. Armstrong (Faculty of Business and Law, University of Lincoln, Lincoln, UK)
Alan Lawton (Business School, Federation University Australia, Ballarat, Australia)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 5 June 2020

Issue publication date: 17 June 2020

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Abstract

Purpose

This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian public sector. Strengthening knowledge sharing function is essential for enabling public institutions around the world to be more productive.

Design/methodology/approach

This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian local government. Stratified random sampling techniques were used and the sampling frame comprised 1,000 staff using postal surveys. Data analyses were carried out using analysis of variance and correlations to test the research hypotheses.

Findings

The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success.

Originality/value

This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively.

Keywords

Citation

Abdul Manaf, H., Harvey, W.S., Armstrong, S.J. and Lawton, A. (2020), "Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia", Journal of Knowledge Management, Vol. 24 No. 5, pp. 1177-1199. https://doi.org/10.1108/JKM-01-2020-0014

Publisher

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Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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