Examining the role of organisational justice in enhancing tacit knowledge sharing and its influential mechanism

Abstract

The role of knowledge sharing in fostering employee creativity and enhancing organisational competitiveness has garnered significant attention in recent years. However, motivating employees to share tacit knowledge remains a persistent challenge. This study investigates the relationship between perceived organisational justice and tacit knowledge sharing, with a focus on the mediating role of psychological capital and the moderating effect of emotional intelligence. Data were collected from 394 employees in the Chinese IT sector through purposive sampling, and analyses were performed using SPSS 24 and AMOS. The findings reveal a positive relationship between perceived organisational justice and tacit knowledge sharing, with psychological capital acting as a mediator. Additionally, emotional intelligence moderates the relationship between organisational justice and psychological capital, thereby influencing tacit knowledge sharing. This study highlights the importance of enhancing perceived organisational justice (including distributive, procedural, and interactional justice), fostering psychological capital, and nurturing emotional intelligence to promote tacit knowledge sharing. These insights offer practical guidance for managers seeking to encourage knowledge sharing behaviours within organisations.

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