Exploring the Underlying Processes Between Conflict and Knowledge Sharing: A Work‐Engagement Perspective1 |
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| Authors: | ZHEN JIAO CHEN XI ZHANG DOUGLAS VOGEL |
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| Affiliation: | 1. School of Management and Economics, Beijing Institute of Technology, Beijing, China;2. Chinese Academy of Sciences, Beijing, China;3. City University of Hong Kong, Hong Kong, China |
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| Abstract: | By integrating work‐engagement theory with conflict framework, this paper presents a model to demonstrate how 2 types of conflict (task and relationship conflict) affect employees' knowledge sharing through 3 psychological states (experienced meaningfulness, experienced safety, experienced availability) and work engagement. Employees (N = 139) in 2 software development companies in China responded to a survey. The results show that task conflict improved 2 psychological states (experienced safety, experienced availability) and work engagement, which, in turn, increased knowledge sharing. Relationship conflict deteriorated the 3 psychological states and work engagement, which, in turn, affected knowledge sharing. Theoretical and applied implications of these findings are discussed. |
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