Effect of organizational relationship style on the level of knowledge sharing

Abstract

Purpose This study aims to examine the effect of organizational relationship style (employees' relationships with colleagues, supervisors, and the organization) on the sharing of knowledge in high‐tech companies; it goes on to determine which particular relationship style is the most important in accounting for the extent of knowledge sharing in these companies. Design/methodology/approach The study uses a quantitative approach. Research hypotheses are tested by statistical methods including Pearson Correlation and Structural Equation Modeling. A total of 300 questionnaires were distributed, of which 182 valid questionnaires were returned (a 61 percent response). Findings An organization should establish, and maintain, relationships between employees to improve the sharing of knowledge within the organization, ensure a high interaction between employees, and create well‐arranged knowledge resources for the organization. Practical implications The research shows that managers in the high‐tech industry need to pay more attention to the interaction among organizational members. The relationship of an employee with the organization, supervisor and colleagues, and thus the willingness to share knowledge, can be improved via job rotation, implementation of a mentoring system, and role‐playing activities. Originality/value The significant findings of the study relate to high‐tech industry in Taiwan. The proposed model can be replicated in other industrial and country settings in order to test its generality.

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