Differences in sharing knowledge interpersonally and via databases: The role of evaluation apprehension and perceived benefits

Abstract

Knowledge sharing is an essential component of effective knowledge management. However, evaluation apprehension, or the fear that your work may be critiqued, can inhibit knowledge sharing. Using the general framework of social exchange theory, we examined the effects of evaluation apprehension and perceived benefit of knowledge sharing (such as enhanced reputation) on employees' knowledge sharing intentions in two contexts: interpersonal (i.e., by direct contact between two employees) and database (i.e., via repositories). Evaluation apprehension was negatively associated with knowledge sharing intentions in both contexts while perceived benefit was only positively associated with knowledge sharing intentions in the database context. Moreover, compared to the interpersonal context, evaluation apprehension was higher and knowledge sharing lower in the database context. Finally, the negative effects of evaluation apprehension upon knowledge sharing intentions were worse when perceived benefits were low compared to when perceived benefits were high.

Additional information

Notes on contributors

Prashant Bordia

We are grateful to Simon Lloyd Restubog for help in the preparation of this manuscript and to the reviewers for their comments on earlier drafts. An earlier version of this article was published in the best paper proceedings of the Academy of Management Conference, 2002.