Managerial Tacit Knowledge, Individual Performance, and the Moderating Role of Employee Personality

被引：23

作者：

Manaf, Halimah Abdul ^{[1
]}

Armstrong, Steven J. ^{[2
]}

Lawton, Alan ^{[3
]}

Harvey, William S. ^{[4
]}

机构：

[1] Univ Utara Malaysia, Coll Law Govt & Int Studies, Sch Govt, Sintok 06010, Kedah, Malaysia

[2] Univ Lincoln, Lincoln Int Business Sch, Lincoln, England

[3] Federat Univ Australia, Federat Business Sch, Churchill, Australia

[4] Univ Exeter, Business Sch, Exeter, Devon, England

来源：

INTERNATIONAL JOURNAL OF PUBLIC ADMINISTRATION | 2018年 / 41卷 / 15期

关键词：

Knowledge sharing; managerial tacit knowledge; personality; performance;

D O I：

10.1080/01900692.2017.1386676

中图分类号：

C93 [管理学]; D035 [国家行政管理]; D523 [行政管理]; D63 [国家行政管理];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ; 1204 ; 120401 ;

摘要：

This study investigates the relationship between knowledge-sharing mechanisms, managerial tacit knowledge, and individual performance in the Malaysian public sector. Moderation effects of employee personality on these variables were also examined. Findings from 308 Malaysian public sector managers suggest that individual performance is influenced by levels of accumulated managerial tacit knowledge (LAMTK), which were moderated by employee personality traits. The findings also show that individual performance has an impact on the effectiveness of knowledge-sharing mechanisms.

引用

页码：1258 / 1270

页数：13

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