Journal
M&SOM-MANUFACTURING & SERVICE OPERATIONS MANAGEMENT
Volume 11, Issue 3, Pages 429-447Publisher
INFORMS
DOI: 10.1287/msom.1080.0233
Keywords
psychological safety; knowledge sharing; operational choices; auxiliary network theory
Funding
- Juran Center for Leadership in Quality Management
- SAP AG
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This research empirically examines the influence of psychological safety on knowledge sharing among coworkers in manufacturing and service operations contexts. Reconciling conflicting findings in the literature, we demonstrate that whereas psychological safety is an important antecedent of knowledge sharing, the relationship between psychological safety and knowledge sharing is moderated by the level of confidence that employees have in what they know. The greater this confidence, the lesser is the importance of psychological safety in facilitating knowledge sharing. Linking this result to social network theory, we find that psychological safety increases with the frequency of communication among coworkers and that the confidence of employees in their knowledge is related to the codifiability of the knowledge involved. We further investigate direct and indirect antecedents of psychological safety. This research offers insights into actions that managers can take to enhance psychological safety and, consequently, motivate their employees to share knowledge.
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