Networks, Knowledge, and Rivalry: The Effect of Performance and Co-Location on Perceptions of Knowledge Sharing

Andrew Parker (), Alexandra Gerbasi and Kristin Cullen-Lester
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Andrew Parker: Durham University Business School
Alexandra Gerbasi: The University of Exeter
Kristin Cullen-Lester: University of Mississippi

A chapter in Understanding Workplace Relationships, 2023, pp 295-321 from Springer

Abstract: Abstract Considerable research has examined the antecedents and benefits of knowledge sharing in organizations. Workplaces, however, are competitive arenas, and it is generally recognized that rivalry between employees occurs as a result of them jostling for resources, opportunities, and promotion. We theorize that rivalry, i.e., two high-performing individuals competing for the same resources and opportunities, can result in individuals perceiving that others are unwilling to share knowledge. We also seek to understand if high-performing individuals who are co-located are more likely to perceive that others are unwilling to share knowledge. To test our hypotheses, we conducted a study of 185 employees in a global IT department of a large global corporation. Using quadratic assignment procedure (QAP), we analyzed 34,040 dyadic relationships. We find support for our theory that high-performing individuals are more likely to perceive others as unwilling to share knowledge when those individuals are also high-performers and if they are co-located. We discuss the practical implications of our findings for individuals and leaders.

Keywords: Social network; Knowledge sharing; Rivalry; Performance (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-16640-2_10

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DOI: 10.1007/978-3-031-16640-2_10

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