In a hypercompetitive environment, organisations need to access, develop and then incorporate the tacit knowledge of their employees into their products and services to help them develop sustainable competitive advantage. This paper develops a model which links the new psychological contract with perceptions that the individual has of the organisation and the effect that these perceptions have on the formation of trust in the organisation. It is argued in this paper that the level of trust is the moderator of the degree to which an individual will be prepared to share their tacit knowledge with others for the benefit of the organisation. Where trust in the organisation is high, an individual will be predisposed to share their knowledge whereas if trust is low, individuals will be predisposed to retain their tacit knowledge.
|Number of pages||7|
|Journal||International Journal of Knowledge, Culture and Change Management|
|Publication status||Published - 2005|