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Networks, Knowledge, and Rivalry: The Effect of Performance and Co-Location on Perceptions of Knowledge Sharing

In: Understanding Workplace Relationships

Author

Listed:
  • Andrew Parker

    (Durham University Business School)

  • Alexandra Gerbasi

    (The University of Exeter)

  • Kristin Cullen-Lester

    (University of Mississippi)

Abstract

Considerable research has examined the antecedents and benefits of knowledge sharing in organizations. Workplaces, however, are competitive arenas, and it is generally recognized that rivalry between employees occurs as a result of them jostling for resources, opportunities, and promotion. We theorize that rivalry, i.e., two high-performing individuals competing for the same resources and opportunities, can result in individuals perceiving that others are unwilling to share knowledge. We also seek to understand if high-performing individuals who are co-located are more likely to perceive that others are unwilling to share knowledge. To test our hypotheses, we conducted a study of 185 employees in a global IT department of a large global corporation. Using quadratic assignment procedure (QAP), we analyzed 34,040 dyadic relationships. We find support for our theory that high-performing individuals are more likely to perceive others as unwilling to share knowledge when those individuals are also high-performers and if they are co-located. We discuss the practical implications of our findings for individuals and leaders.

Suggested Citation

  • Andrew Parker & Alexandra Gerbasi & Kristin Cullen-Lester, 2023. "Networks, Knowledge, and Rivalry: The Effect of Performance and Co-Location on Perceptions of Knowledge Sharing," Springer Books, in: Alexandra Gerbasi & Cécile Emery & Andrew Parker (ed.), Understanding Workplace Relationships, pages 295-321, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-16640-2_10
    DOI: 10.1007/978-3-031-16640-2_10
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