Demystifying the differences in the impact of training and incentives on employee performance: mediating roles of trust and knowledge sharing

Yuk Ling Angie Lee (Detour A Fa Limited, Hong Kong, Hong Kong)
Ashish Malik (Newcastle Business School, The University of Newcastle, Ourimbah, Australia)
Philip J. Rosenberger III (Faculty of Business and Law, Central Coast Business School, The University of Newcastle, Ourimbah, Australia)
Piyush Sharma (School of Marketing, Curtin Business School, Bentley, Australia)

Journal of Knowledge Management

ISSN: 1367-3270

Publication date: 3 August 2020

Abstract

Purpose

This paper aims to investigate the differences in the mediating roles of trust and knowledge sharing (formal vs informal) in the process by which training and incentives influence organizational performance (sales increase and labor productivity).

Design/methodology/approach

The data from an online survey of Senior Managers from 119 firms in Hong Kong’s clothing industry (HKCI) was analyzed using SmartPLS software.

Findings

Trust has a stronger mediating impact in the effects of incentives (vs training) on both formal and informal knowledge sharing. Informal (vs formal) knowledge sharing has a stronger mediating impact in the effects of trust on sales increase and labor productivity.

Research limitations/implications

Future research may consider different dimensions such as knowledge donating and collecting behaviors, as well as motives, such as self-enjoyment, reciprocity or social interaction ties to study knowledge sharing behavior.

Practical implications

This study shows that incentives are more likely than training to help build a trusting environment in an organization and that informal knowledge sharing has a stronger influence on organizational performance than formal knowledge sharing.

Originality/value

The study’s distinctive contribution is the under-researched context of HKCI for investigating the mediating effects of trust and formal and informal knowledge sharing between ability and motivational practices on performance.

Keywords

Acknowledgements

Corrigendum: It has come to the attention of the publisher that the article Lee, Y.L.A., Malik, A., Rosenberger III, P.J. and Sharma, P. (2020), “Demystifying the differences in the impact of training and incentives on employee performance: mediating roles of trust and knowledge sharing”, Journal of Knowledge Management, Vol. 24 No. 8, pp. 1987-2006, contained a spelling error in the author name for Yuk Ling Angie Lee. The error is rectified and has now been updated to the online version. The authors sincerely apologies for this.

Citation

Lee, Y.L.A., Malik, A., Rosenberger III, P.J. and Sharma, P. (2020), "Demystifying the differences in the impact of training and incentives on employee performance: mediating roles of trust and knowledge sharing", Journal of Knowledge Management, Vol. 24 No. 8, pp. 1987-2006. https://doi.org/10.1108/JKM-04-2020-0309

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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