• Knowledge Management Research
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• v.3 no.1
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• pp.19-39
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• 2002

Many companies have tried, with mixed success, to leverage knowledge resources by knowledge sharing functions. Trust is one of the integral factors for fostering knowledge sharing. This paper categorizes trust on the basis of its multi-dimension and multi-level. In view of this category, it investigates the relationship between trust and knowledge sharing. A sample of 191 employees from 24 companies is used for an empirical exploration. Our analysis results imply that both organizational trust and trust among peers are crucial for effective knowledge sharing.

• Knowledge Management Research
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• v.14 no.3
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• pp.15-35
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• 2013

Nowadays, online shopping has become popular among consumers. As such, gaining loyal online shopping customers has become a rising concern for online shopping vendors. In this study, we investigated the hierarchical relationships among Lewicki and Bunker's three different types of trust, namely, calculus-based trust, knowledge-based trust, and identification-based trust, in the context of online shopping and their impacts on customer satisfaction and loyalty. A total of 104 responses from online shopping users were analyzed to test the proposed model and its hypotheses using Partial Least Squares (PLS). The results showed that, in the online environment, hierarchical relationships between different types of trust exist and that, among them, knowledge-based trust has the strongest impact on customer satisfaction. This finding implied that practitioners should focus on developing appropriate online strategies for building trust-based relationships with online customers.

• The Journal of Information Systems
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• v.19 no.4
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• pp.65-85
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• 2010

The importance of communities of practice(CoP) as an organizational informal unit for fostering knowledge transfer and sharing gains a lot of attention from KM researchers and practitioners. Since most of CoPs are formulated online these days, the credibility or trustworthiness of knowledge contents circulated within a certain CoP should be considered thoroughly for them to be fully utilized safely. Here comes the need for an appropriate trust measuring methodology to determine the true value of knowledge given by unknown people through an online channel. In this paper, an improved trust measuring method is proposed using new trust variables such as level of degrees derived from the relationships among community users. In addition, activeness, relevance, and usefulness of the knowledge contents themselves, which are calculated automatically using a text categorization technique, are also used for trust measurement. The proposed framework incorporates fuzzy set and calculation concepts to help build trust matrices and models, which are used to measure the level of trust involved in specific knowledge artifacts concerned.

• Knowledge Management Research
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• v.17 no.4
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• pp.1-25
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• 2016

The main purpose of this study is to examine relations among authentic leadership, trust for leaders, psychological well-being, and knowledge sharing. Authentic leadership proposes positive and interactional approach between leaders and subordinates. Authentic leaders are aware of their values and belief, and they keep their personal goals and support their followers. Such behaviors boost psychological well-being, knowledge sharing, and trust for leaders. To analyze the framework proposed, survey data was collected from 164 employees of three companies. In particular, this study designed a robust research method by assessing model fit and avoiding common method bias issues. The empirical results of this study are as follows. Authentic leadership positively influences trust for leaders and psychological well-being. Trust for leaders is shown to have positive impacts on psychological well-being and knowledge sharing. In addition, followers' psychological well-being positively influences knowledge sharing activities. This study contributes to the comprehension of the structural relationships among authentic leadership, trust for leaders, psychological well-being, and knowledge sharing. The results suggest that authentic leadership and trust for leaders were key success factors of building positive mindset and capability of employees in the forms of psychological well-being and knowledge sharing activities.

• Informatization Policy
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• v.20 no.4
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• pp.23-50
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• 2013

The main purpose of this study is to empirically examine and to develop the optimal model about an influential relationship between the types of source-based trust and knowledge sharing of local government officials. Procedural and distributive justice-based calculative trust in organization, cognition-based trust in organization, cognition-based trust in supervisor, cognition-based trust in coworkers, and emotion-based trust in coworkers were set up as independent variables of this research model, and sharing of tacit knowledge and explicit knowledge based on the knowledge content as dependent variables. The research results shows that the suitability of each model has approximate value to the required level, and that emotion-based trust in coworkers significantly affects knowledge sharing for both the individual and integrated factors in hypothetical influential relationship. This study is expected to help to enable knowledge sharing in various situations by dividing the concepts of trust that affect knowledge sharing into a few types, and deriving the influential model of knowledge sharing by types.

• Asia pacific journal of information systems
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• v.25 no.4
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• pp.642-661
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• 2015

Interpersonal trust has become essential for online communities because people have managed to be in a situation without face-to-face encounters. To identify the structural relationships between interpersonal trust and learning performance, we analyzed the relationship between two types of trust, namely, cognitive and affective, as well as two dimensions of learning performance, namely, learning satisfaction and knowledge application. We also identified the moderating role of social norms in the relationship between trust and learning performance. Results of analysis are as follows. First, cognitive trust significantly affected the two dimensions of performance. Second, affective trust exhibited a significant effect on learning satisfaction, but did not affect knowledge application. Third, the relationships between the two performance factors were significant and direct. Lastly, social norms appeared to moderate the effects of cognitive trust on knowledge application and affective trust on satisfaction. These findings suggest that organizations, which would like to optimize task-oriented performance of their learning communities, should consider linking strategies between community satisfaction and practical knowledge application.

• Proceedings of the Technology Innovation Conference
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• 2002.06a
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• pp.141-156
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• 2002

This study tries to testify that how much knowledge sharing behavior affects organizational effectiveness and is affected by the supervisory trust empirically. The results show that the higher the supervisory trust was the higher the level of knowledge sharing behavior and ultimately, organizational effectiveness is improved. Specially, the supervisory trust affects job-related knowledge sharing behavior and knowledge sharing system behavior. The knowledge sharing culture, however, is no relation with the supervisory trust. Job-related knowledge sharing behavior influenced both job satisfaction and organizational commitment. But knowledge sharing system influenced only job satisfaction and knowledge sharing culture influenced only organization at commitment. The implication from this paper is that knowledge sharing improves the organizational effectiveness and the supervisory trust is important for knowledge sharing in R&D organization.

• Asia pacific journal of information systems
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• v.17 no.3
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• pp.55-78
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• 2007

Increasingly the information technology (IT) outsourcing phenomenon has been a subject of much academic research. Scholars have argued that knowledge complementarities playa crucial role in forming successful IT outsourcing relationships. However, notwithstanding the fast growth of IT outsourcing, prior studies on IT outsourcing have not included knowledge complementarities in their research design as a determining factor for IT outsourcing effectiveness. Further, the understanding of knowledge complementarities itself remains ambiguous. In this study, the concept of knowledge complementarities is explored in the IT outsourcing context at the firm level. Specifically, it addresses the following questions: what is knowledge complementarities? How does it affect IT outsourcing effectiveness? Is the relationship between knowledge complementarities and IT outsourcing effectiveness influenced by organizational trust between the client and the vendor? Grounded in the relevant theories to knowledge management and IT outsourcing, we develop a research model in which both the main effects of knowledge complementarities and organizational trust and the moderating effect of organizational trust on the relationships between knowledge complementarities and IT outsourcing effectiveness are tested. Within this research model, we develop a second order construct of knowledge complementarities, consisting of complementary business knowledge and complementary IT knowledge as the first order constructs. We have used data from a field study of 103 firms in Korea to test the proposed model. Controlling the effects of conflict resolution efforts, our empirical analysis found significant main effects of knowledge complementarities and organizational trust on IT outsourcing effectiveness. The results suggest that knowledge complementarities between the client and vendor positively contribute to IT outsourcing effectiveness. Specifically, the client needs to have enough IT knowledge to assess the quality of IT outsourcing services provided by the vendor. Meanwhile, the vendor should understand the client's business well enough to provide IT services, Contrary to our expectations, the moderating effect of trust on the relationship between knowledge complementarities and IT outsourcing effectiveness was not supported in this study. The results also show that organizational trust between client and vendor significantly influences IT outsourcing effectiveness. As for contributions of this study, we have not only clarified the concept of knowledge complementarities, but also developed an instrument to measure the concept and empirically validated it. Further, we have tested the idea that knowledge complementarities and trust directly influence IT outsourcing effectiveness and trust moderates the relationship between knowledge complementarities and IT outsourcing effectiveness. Out results prescribe the knowledge complementarities of client and vendor as a useful path to IT outsourcing effectiveness. These findings have important theoretical and practical implications, which are discussed in the paper.

• Knowledge Management Research
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• v.14 no.2
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• pp.89-116
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• 2013

The purpose of this research was to investigate relations among empowering leadership, knowledge sharing, intrinsic motivation and trust on supervisors. In addition, the purpose of this study was to investigate if trust on supervisors would mediate the effect of empowering leadership on outcome variables. A research model and hypotheses were developed to examine the theoretical research questions. To test the model proposed, survey data from 44 companies in various industries were collected by distributing 510 questionnaires to team member. The final set of data utilized to test hypotheses included 470 responses. The empirical results of the analysis are as follow. Empowering leadership was shown to influence followers' knowledge sharing. Meantime, empowering leadership was influencing intrinsic motivation and it was positively related to followers' trust on their supervisors. Finally, trust on supervisors partially mediated between empowering leadership and outcome variables. We found that empowering leadership was an important factor in a way that it closely related to variables of organizational competency, such as knowledge sharing, intrinsic motivation and trust in organization.

• Journal of Information Technology Services
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• v.13 no.3
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• pp.183-200
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• 2014

Online brand communities have become a major component of marketing strategy given that these communities encourage participation and share the culture of Web 2.0 core concepts to Internet users. This study investigated the effects of social capital and knowledge quality on the success of online brand communities. A research model suggests that trust among members and the identification derived from social capital theory and knowledge quality influence individual community participation; knowledge quality also influences brand trust. In turn, community participation and brand trust develop brand loyalty. The model was empirically analyzed using structural equation modeling with data from online brand community members in Korea. The results indicate that identification and knowledge quality significantly affects brand trust and brand loyalty through community participation. This study provides a basis for developing a success model for online brand communities. Also, this study identifies a new role of knowledge quality in an online brand community context.