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Prevailing corporate culture coupled with affective trust in co-workers and affective organizational commitment may promote or hinder the tendency for people to share knowledge. This study aims to determine whether knowledge-sharing tendency varies from one form of organizational culture to another by examining the concurrent mediation of affective trust in co-workers and affective organizational commitment and provide insights for appropriate knowledge-sharing initiatives.

Adult learners (N = 408) enrolled in the MBA and MSc postgraduate programs at five private universities in Singapore participated in a two-part self-administered anonymous survey. Data were analyzed with SmartPLS partial-least squares structural equation modeling using a two-stage analytical technique that examined the measurement and structural models.

The concurrent effects of affective trust in co-workers and affective organizational commitment complementarily mediated the relationship of organizational culture on the knowledge-sharing tendency for adhocracy, clan and market cultures but fully mediated for hierarchy culture.

This study provides insights for managers to understand the characteristics of their organizational culture and choose appropriate practices for improving knowledge-sharing tendency among its employees.

A model is established to determine the type of organizational culture that facilitates knowledge-sharing tendency. It offers new theoretical insights into how and why affective trust in co-workers and affective organizational commitment impact the relationship of organizational culture on knowledge-sharing tendency. Understanding these relationships can provide valuable insights into various strategies for different organizational cultures to increase employees’ knowledge-sharing tendency.

Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.

We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.

Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.

While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.

This study aims to pay attention to the role of social contexts, including perceived relationship conflict and coworker support in creating an individualistic or collectivistic disposition, and how organization members differently behave to share knowledge depending on their personal dispositions.

The research model was set and PLS-SEM was used to validate the proposed eight hypotheses. A total of 462 survey data were collected from workers in Korea to test the model.

The findings revealed that both perceived relationship conflict and coworker support positively influence knowledge sharing intention by facilitating formation of individualism and collectivism orientation. In other words, individualism and collectivism are motivated by different factors, which applies equally to knowledge sharing.

This study makes an initial step to explain the relationship between knowledge sharing behavior and individualism–collectivism orientation by using social contexts as a potential antecedent. Especially, along with perceived co-worker support, perceived relationship conflict was also found to have a positive impact on knowledge sharing intention through individualism orientation, which is a significant contribution to the field of knowledge management.

Knowledge management (KM) implementation is the ideal solution for enhancing employee’s abilities like mental health and performance. This study aims at testing the impact of KM mechanism on personnel’s mental health at the Iran University of Medical Sciences.

The study is a descriptive, correlational and applied one. The library and field studies have been used to collect data through the questionnaire. The proposed model and the data have been analyzed using Smart PLS software. A questionnaire has been conducted by an arbitrary sampling method.

The results have shown that the main factors of KM have a direct, meaningful positive impact on innovation. Besides, the critical parameters of KM success, strategy and process have a significant and direct positive effect on the tendency for knowledge-sharing behavior. Further, the direct relationship of the trend for knowledge-sharing behavior with the mental health of employees has positively been confirmed. The results have also indicated that psychological empowerment has a positive and significant effect on the mental health of employees.

This study has investigated the four parameters (i.e. key factors for KM success, KM strategy, KM processes and psychological empowerment) impacting the knowledge-sharing intention, conduct of the people and the mental health of the employees. Scholars can investigate other personal and organizational parameters such as probable backgrounds of the knowledge-sharing intention, conduct and the mental health of the employees.

These findings will be essential in the understanding of the interplay among various signals in theory and the understanding of patients’ choices in the electronic health (e-health) community in practice. The results have implications for existing health management and e-health literature. The present paper will help policymakers, healthcare executives and project managers to effectively set their operations and make them maintainable, prevent unpredicted obstacles and better allocate their resources. Overall, the result of this paper will guide researchers who are working in the field of e-health.

The findings can develop robust knowledge-sharing platforms and offer insightful suggestions for management practitioners in emerging markets.

This study examines whether the auditor's self-esteem and narcissism affect sharing their knowledge with their colleagues and, if practical, increase or decrease knowledge sharing.

This study uses a questionnaire to measure the employed variables: self-esteem, narcissism and knowledge-sharing. The study's statistical population includes auditors membered in the Association of Iranian Certified Public Accountants (AICPA), through which the statistical sample is 153 auditors chosen to analyze the collected information. Finally, the survey-based approach is employed to test the association between variables.

The results showed a positive and significant relationship between the positive dimension of self-esteem and knowledge sharing of auditors. In contrast, the effect of the negative dimension of self-esteem and narcissism on knowledge sharing is negative and significant.

According to the importance of particular personality traits in audit staff and their impact on improving the efficiency and performance of auditors, audit firms are recommended to employ audit staff suitable for their organizational objectives by taking some psychological tests during recruitment.

The findings expand knowledge sharing and create a new perspective in related research since this is among the pioneer studies investigating the impact of personality traits of individual auditors, particularly narcissism and self-esteem, on encouraging them to share knowledge.

This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers. Additionally, this study encompasses the trust of library teachers and justifies whether the trust under male or female leadership highly moderates the effect on tacit knowledge sharing.

By using structural equation modeling, this study tests two leadership models (e.g. male and female leadership models). Using a convenient sampling approach, the researcher collects data from library teachers of private academic institutions in district Sheikhupura, Pakistan through face-to-face interaction. The study administered 650 survey questionnaires among the library teachers; however, 403 questionnaires were answered validly and reliably. The response rate was 62%.

The study found the direct and indirect effect of authentic leadership on affective organizational commitment and tacit knowledge sharing however, male authentic leadership influence on affective organizational commitment and tacit knowledge sharing was quite higher than female authentic leadership. Resultantly, the library teachers were more committed to sharing tacit knowledge under male leadership than female. Nevertheless, the moderating role of trust was found in female leadership but not in male leadership. Simply, the library teachers under male leadership were hesitant to trust others, so the chain of sharing hidden ideas and image of libraries was not found in male leadership.

Private academic institutions need authentic leaders to shape the knowledge economy of libraries and the structure of the academic institutions. For this reason, this study provides practical implications for managers that male leadership should be hired in academic institutions because it has a higher influence on librarians’ commitment and tacit knowledge sharing among peers as compare to female leadership.

To the best of the authors’ knowledge, this was the first study that differentiates the capabilities and skills of male and female authentic leadership in private academic institutions. Further, it suggests hiring male leaders in these institutions.

Examines the dynamics of knowledge sharing using the multi‐person game‐theoretic framework. Proposes that an individual’s knowledge sharing tendency is driven by a set of contextualised concerns and interests not unlike the notion of payoff in game theory. Furthermore, the decision to share or withhold knowledge depends on that which yields a higher payoff. With this premise, submits two objectives. One is to investigate if an individual’s perceived payoff of sharing knowledge is contingent on the knowledge sharing behaviour of others. The other is to analyse the perceived payoff of knowledge sharing and determine if it can be characterised by an archetypical game in the game‐theoretic model. An empirical study was conducted among nearly 100 students in a local institute of higher education. The scope was confined to the students’ willingness to post asynchronous entries to an electronic discussion forum. Finds that the individual student’s perceived payoff of sharing knowledge was contingent on the knowledge sharing behaviour of others. Furthermore, the perceived payoff of knowledge sharing among them could be characterised by a multi‐person assurance game. In conclusion, discusses three implications for managers who aim to sustain asynchronous knowledge sharing in their organisations.

This study aims to explore the complex relationship between leadership and organizational knowledge sharing by investigating the moderating role of exchange ideology on the relation between transformational leadership in attributed charisma and knowledge sharing and the influence of attributed charisma and knowledge sharing on task performance. The influence of leadership in organizational knowledge sharing process has been gradually highlighted.

Based on the review of relevant literature and survey, a structural equation model considering four factors in the model together is now constructed and provides four hypotheses which can be verified. Self-completed questionnaires were collected from 163 students in the context of a graduate class in China.

The findings illustrate the relationship between leadership theory and knowledge sharing from a perspective of social exchange theory. In particular, results show that both transformational leadership and knowledge sharing have positive impacts to task performance and for individuals with low exchange ideology the positive influence from attributed charisma to knowledge sharing is stronger.

This research introduces exchange ideology as a moderator and explains the complex relationship between transformational leadership and knowledge sharing with sufficient proof. Transformational leadership in attributed charisma is more effective to those individuals with low exchange ideology in facilitating their knowledge effort. This paper can be theoretically and practically helpful to researchers and enterprise leaders in organizational knowledge management.

The purpose of this research study is to determine the ways in which employees’ personal power-expert and referent power influences their knowledge sharing and hiding behaviour. There are hardly any studies that have investigated the effects of employee power and expectations regarding the consequences of divulging knowledge. In this study, the authors investigate whether expected gains and losses in employee personal power influence employees’ willingness to participate in knowledge transfer.

The authors adopted a two-wave survey design and collected critical data from 288 employees of knowledge-intensive industries identified through online techno-groups, such as Stack Exchange. In the first wave, out of the total, 192 knowledge workers attended the follow-up survey. The authors apply polynomial regression followed by surface response analysis to establish the effects of any discrepancy between the current levels of employees’ personal power and their expected levels if they divulge their unique critical knowledge.

The authors find out that employees having relatively strong personal power are more likely to share knowledge, and the expected losses in power are categorically associated with a reduced intention to share knowledge. The authors also observed an increased knowledge hiding with expected losses in power. Surprisingly, the authors find that these established negative outcomes are also specifically associated with the expected gains in personal power.

The most significant contribution of this study is to establish that power plays an important but complex role in determining the employees’ participation in knowledge transfer activities. The authors specifically conclude that the optimal scenario for knowledge sharing is one in which the employees’ contributions are fairly valued and their reputation is not expected to change because of knowledge sharing.

To the best of the authors’ knowledge, this study is one of the first comprehensive studies that link power to both sharing and hiding of knowledge. This study is also unique in terms of its investigation of the effects of any discrepancy between current levels of employees’ personal power and their expected levels if they share or hide their unique critical knowledge. Thus, this research study is a unique contribution in terms of what and why of an untouched area in the entire knowledge management literature with a special focus on knowledge sharing and hiding.

This study aims to examine the effect of faultline based on job responsibility and their interaction with the incentive scheme on knowledge-sharing behavior.

This research is an experimental study with a 2 × 2 factorial design between subjects. Faultline and incentive schemes are manipulated into two groups (strong faultline–weak faultline and group incentive–individual incentives). This study involved 89 undergraduate accounting students as participants.

This research shows that a strong faultline created a strong social identity effect. Hence, the knowledge-sharing behavior among group members tends to be lower than the weak faultline. Knowledge-sharing behavior tends to be higher in group incentive schemes than individual ones. However, there is no support for interactions between incentive schemes and faultline effects on knowledge-sharing behavior. The results indicate that forming a working subgroup based on informational characteristics attributes reduces cooperative behavior and knowledge sharing between groups.

This study adds a new addition to faultline literature by examining the effect of faultline and incentive schemes on knowledge-sharing behavior based on informational characteristics attributes. Previous research on faultline and knowledge sharing was limited and primarily focused on faultlines created by demographic attributes. This study also enriches faultline literature on knowledge-sharing behavior using an experimental design.