Abstract
Using a sample of 172 knowledge-intensive teams, the current study simultaneously examined the impacts of team-based HRM systems and empowering leadership on team knowledge acquisition and sharing, and explored knowledge tacitness as a moderator. Team-based HRM systems were found to be positively related to knowledge acquisition and sharing, and knowledge tacitness moderated the relationship between HRM systems and knowledge acquisition. Further, teams led by more empowering leaders engaged in more knowledge sharing regardless of the degree of knowledge tacitness, even without strong team-based HRM systems. The positive relationship between empowering leadership and knowledge sharing was stronger when teambased HRM systems and high degrees of knowledge tacitness were present.
| Original language | English (US) |
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| State | Published - 2010 |
| Event | 70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010 - Montreal, QC, Canada Duration: Aug 6 2010 → Aug 10 2010 |
Conference
| Conference | 70th Annual Meeting of the Academy of Management - Dare to Care: Passion and Compassion in Management Practice and Research, AOM 2010 |
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| Country/Territory | Canada |
| City | Montreal, QC |
| Period | 8/6/10 → 8/10/10 |
All Science Journal Classification (ASJC) codes
- Management of Technology and Innovation
- Industrial relations
Keywords
- Empowering leadership
- HRM systems
- Knowledge acquisition and sharing