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Journal articles on the topic 'Interpersonal knowledge'

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Published: 4 June 2021
Last updated: 10 February 2022

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1

Benton, Matthew A. "God and Interpersonal Knowledge." Res Philosophica 95, no. 3 (2018): 421–47. http://dx.doi.org/10.11612/resphil.1666.

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2

Baldwin, Dare A. "Interpersonal Understanding Fuels Knowledge Acquisition." Current Directions in Psychological Science 9, no. 2 (April 2000): 40–45. http://dx.doi.org/10.1111/1467-8721.00057.

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Beginning in infancy, humans acquire knowledge at a pace far outstripping that found in any other species. Recent evidence indicates that interpersonal understanding—in particular, skill at inferring others' intentions—plays a pivotal role in this achievement. Infants as young as 12 to 18 months actively utilize clues to others' intentions to guide their interpretation of language, emotion, and action more generally. In the language domain, for example, on hearing a new word, infants spontaneously check the speaker for intentional clues such as gaze direction, emotional expression, gestures, and body posture, and interpret the word in light of such information. By capitalizing on information about intentions, infants are able to avoid a wide range of potential errors, and to quickly learn relevant new skills. Current research is exploring the origins and developmental course of such early-emerging interpersonal skill, ultimately with an eye to understanding how disruptions in such abilities affect children's cognitive and social development.
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3

McKenzie, Kevin M. "Transferring Expert Knowledge: Interpersonal Knowledge Exchange between Extreme Knowledge Workers." Journal of Information & Knowledge Management 03, no. 02 (June 2004): 127–34. http://dx.doi.org/10.1142/s0219649204000730.

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This paper reports on a qualitative case study that investigated how consultants source, exchange and deliver specific knowledge within a medium-sized Australian consulting firm to solve client problems in context. This detailed examination of consultants as extreme knowledge workers resulted in the proposal of an eight-stage model of interpersonal knowledge exchange. Utilising the concept of "payload knowledge" (a concept that emerged from the research data as comprising that, specific distillation of knowledge, both tacit and explicit, required to resolve an applied problem in context), respondents described how the interpersonal knowledge exchange process allows them to decontextualise their knowledge and pass it to a requesting consultant, who is able to skilfully recontextualise the content close to its original full meaning. This negotiation process relies on the community's shared language, mental models, social etiquette and cultural norms to compress and funnel the meaning of the payload knowledge to a form that can be transferred meaningfully to a requesting consultant for application to meet the specific need of the client. The process is shown to be predicable in terms of passing through eight identifiable stages, yet unpredictable in terms of knowing how each community interaction will develop into payload knowledge. Within this process, the sourcing, handover, distillation and implementation of payload knowledge are seen as an artistic endeavour, characterised by social community based exchanges that 'hop' the consultants toward their specific contextual need.
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4

Glaze, Jane. "Part 5: Reflecting on interpersonal knowledge and professional knowledge." British Journal of Theatre Nursing (United Kingdom) 9, no. 2 (February 1999): 64–69. http://dx.doi.org/10.1177/175045899900900202.

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5

Glaze, Jane. "Part 5: Reflecting on interpersonal knowledge and professional knowledge." British Journal of Theatre Nursing (United Kingdom) 9, no. 3 (March 1999): 64–69. http://dx.doi.org/10.1177/175045899900900302.

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6

ROY, LOUIS. "INTERPERSONAL KNOWLEDGE ACCORDING TO JOHN MACMURRAY." Modern Theology 5, no. 4 (July 1989): 349–65. http://dx.doi.org/10.1111/j.1468-0025.1989.tb00200.x.

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7

De Kok, Bregje, and Sue Widdicombe. "Interpersonal Issues in Expressing Lay Knowledge." Journal of Health Psychology 15, no. 8 (May 28, 2010): 1190–200. http://dx.doi.org/10.1177/1359105310364437.

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8

Singh, Upasana, and Kailash B. L. Srivastava. "Nurturing Interpersonal Trust for Knowledge Sharing." Management and Labour Studies 34, no. 2 (May 2009): 183–201. http://dx.doi.org/10.1177/0258042x0903400202.

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This study has examined the determinants of interpersonal trust in lateral and vertical relationships, and its impact on knowledge sharing behavior' among the employees. The data were collected from 303 respondents using structured questionnaire, across the service and manufacturing organizations belonging to junior, middle, and higher levels in the hierarchy. The result showed that enabling factors with regard to colleagues, seniors, and juniors were positively associated with the dimensions of interpersonal trust, which facilitated knowledge sharing. It has implications for the management and policy makers as they have to create a culture for the development of trust among the employees to facilitate knowledge sharing.
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9

Pelham, Brett W., and William B. Swann. "The Juncture of Intrapersonal and Interpersonal Knowledge: Self-Certainty and Interpersonal Congruence." Personality and Social Psychology Bulletin 20, no. 4 (August 1994): 349–57. http://dx.doi.org/10.1177/0146167294204002.

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10

Abrams, Lisa C., Rob Cross, Eric Lesser, and Daniel Z. Levin. "Nurturing interpersonal trust in knowledge-sharing networks." Academy of Management Perspectives 17, no. 4 (November 2003): 64–77. http://dx.doi.org/10.5465/ame.2003.11851845.

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11

Zhang, Michael Jijin. "Interpersonal feelings and knowledge seeking in China." Asia Pacific Business Review 26, no. 1 (May 14, 2019): 50–71. http://dx.doi.org/10.1080/13602381.2019.1610290.

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12

Mohammed, Neethu, and T. J. Kamalanabhan. "Interpersonal trust and employee knowledge sharing behavior." VINE Journal of Information and Knowledge Management Systems 50, no. 1 (October 14, 2019): 94–116. http://dx.doi.org/10.1108/vjikms-04-2019-0057.

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Purpose The main purpose of this paper is to investigate the effect of benevolence-based, competence-based and integrity-based trust in peers on the employees’ voluntary knowledge contribution and knowledge seeking with them. In addition, this study aims to explore how engaging in knowledge-contribution and knowledge-seeking behavior with peers influences an individual’s creative performance at work. Design/methodology/approach A questionnaire-based survey was used and data were collected from 401 professionals working in information technology companies. Structural equation modeling was used to test the hypotheses. Findings Benevolence-based trust and competence-based trust positively influence the extent to which individuals voluntarily engage in knowledge contribution and knowledge seeking with peers. Contrary to expectations, integrity-based trust has a negative effect on knowledge-seeking behavior at workplace. The results also provide evidence for a significant positive relationship between both types of knowledge sharing behavior and employees’ creative performance. Originality/value The present study differs from existing studies by offering a theoretical model that integrates different types of knowledge sharing, its antecedents and the differential impact on employee creativity. The model incorporates the knowledge-seeking dimension of individual knowledge sharing behavior, which has received relatively less attention in extant literature, and provides a conceptual comparison of different behavioral contexts in a single study. While prior studies have predominantly explored the antecedents of knowledge sharing, this study is among the few that have simultaneously looked into the outcomes of knowledge sharing at individual level.
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13

Park, Sunyoung, and Eun-Jee Kim. "Fostering organizational learning through leadership and knowledge sharing." Journal of Knowledge Management 22, no. 6 (August 13, 2018): 1408–23. http://dx.doi.org/10.1108/jkm-10-2017-0467.

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Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.
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14

McKenzie, Kevin M. "Leveraging Organisational Tacit Knowledge: Delivering Knowledge Based Consulting Solutions Through Interpersonal Knowledge Exchange." International Journal of Knowledge, Culture, and Change Management: Annual Review 3, no. 1 (2005): 0. http://dx.doi.org/10.18848/1447-9524/cgp/v03/59088.

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15

Hirsch, Eli, and Matthias Jenny. "A Note on Safety and Iterated Knowledge." Grazer Philosophische Studien 96, no. 2 (June 19, 2019): 244–54. http://dx.doi.org/10.1163/18756735-000066.

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Timothy Williamson has argued that the safety condition on knowledge places certain limits on iterations of knowledge. But at the same time, Williamson claims that interpersonal iterations of knowledge aren’t so restricted as to rule out ordinary cases. The present authors show that Williamson’s discussion misconstrues the challenge to iterated interpersonal knowledge. The proper argument against interpersonal iterations is rather what the authors call a third-person argument that does not share the major weaknesses of the argument Williamson considers. The challenge that the safety condition poses to interpersonal iterations of knowledge therefore seems robust, even in ordinary cases. But the authors also identify an underlying assumption that their argument relies on, and they show that Williamson’s original argument as well as his argument against intrapersonal iterations of knowledge rely on analogous assumptions. In assessing the extent of the clash between safety and iterated knowledge, the focus must be on the viability of these assumptions.
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16

Tortoriello, Marco, Florian A. Täube, and Sebastian Moebus. "Lost in transition: knowledge acquisition and knowledge loss in interpersonal exchanges." Academy of Management Proceedings 2014, no. 1 (January 2014): 13478. http://dx.doi.org/10.5465/ambpp.2014.190.

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17

ANAKWE, UZOAMAKA P., JAMES C. HALL, and SUSAN M. SCHOR. "CAREER MANAGEMENT IN CHANGING TIMES: ROLE OF SELF-KNOWLEDGE, INTERPERSONAL KNOWLEDGE, AND ENVIRONMENTAL KNOWLEDGE." Academy of Management Proceedings 1999, no. 1 (August 1999): C1—C6. http://dx.doi.org/10.5465/apbpp.1999.27595494.

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18

Bertrandias, Laurent, and Éric Vernette. "What is Interpersonal Communication Worth? Interpersonal Calibration of Knowledge and Selection of Recommendation Sources." Recherche et Applications en Marketing (English Edition) 27, no. 1 (March 2012): 33–56. http://dx.doi.org/10.1177/205157071202700102.

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19

Barber, Michael. "Special Editor’s Introduction to Interpersonal Perspectives and Knowledge." Modern Schoolman 84, no. 2 (2007): 99–107. http://dx.doi.org/10.5840/schoolman2007842/35.

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20

Paul, Ute Kunzmann, and B. Baltes. "Wisdom-Related Knowledge: Affective, Motivational, and Interpersonal Correlates." Personality and Social Psychology Bulletin 29, no. 9 (September 2003): 1104–19. http://dx.doi.org/10.1177/0146167203254506.

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21

Lanke, Parijat. "Knowledge hiding: impact of interpersonal behavior and expertise." Human Resource Management International Digest 26, no. 2 (March 12, 2018): 30–32. http://dx.doi.org/10.1108/hrmid-01-2018-0010.

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Purpose This paper intends to put forward the role of interpersonal (in)justice among co-workers and their individual expertise as important factors contributing to knowledge hiding behavior. The paper is written with an intent to explain a conceptual model for practitioners’ benefit. The work is novel and covers the latest construct in the field of knowledge management and human resource management. Design/methodology/approach A conceptual framework is elaborated with a brief explanation of the theory that helps explain it. The framework although being novel in itself, the explanation has been drawn from existing literature. Findings If the co-workers do not treat each other with dignity and respect, it hampers their relationship. This in turn makes them hide knowledge from each other and at the same time if one of them holds an expertise power over the other, this behavior would be more enhanced. The whole relationship could be explained using social exchange theory. This holds implications for managers, especially when knowledge management is of paramount importance to a company for its sustenance. Practical implications This work provides new insights into knowledge hiding behavior by employees. Certain ways to reduce this behavior are proposed. Originality/value This paper is the one of the few written with an intent to bring knowledge hiding and its causes, to executives, in an easy to digest form. The concept is also newly introduced and these factors have not yet been brought up by any other researcher in the field.
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22

Mendez, Deirdre. "Language and social knowledge: Uncertainty in interpersonal relations." Journal of Pragmatics 11, no. 2 (April 1987): 254–58. http://dx.doi.org/10.1016/0378-2166(87)90200-1.

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23

Ma, Will W. K., and Allan H. K. Yuen. "Understanding online knowledge sharing: An interpersonal relationship perspective." Computers & Education 56, no. 1 (January 2011): 210–19. http://dx.doi.org/10.1016/j.compedu.2010.08.004.

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24

Mäkelä, Kristiina, Ulf Andersson, and Tomi Seppälä. "Interpersonal similarity and knowledge sharing within multinational organizations." International Business Review 21, no. 3 (June 2012): 439–51. http://dx.doi.org/10.1016/j.ibusrev.2011.05.003.

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25

Chau, S. L. "Enhancing Organizational Performance by Knowledge Sharing." Journal of Business Theory and Practice 6, no. 2 (May 3, 2018): 154. http://dx.doi.org/10.22158/jbtp.v6n2p154.

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<em>Knowledge management can be regarded as one of the key processes of organizational learning. It is well accepted that learning organizations can enhance their capability and hence competitiveness and performance through learning. Recognizing the importance of knowledge management, researchers are interested in exploring knowledge sharing activities because such activities are the cornerstone of other knowledge management activities. It is argued that a fundamental purpose of managing knowledge is to establish a shared context in organizations. As such, what factors affect interpersonal knowledge sharing and how they affect interpersonal knowledge sharing in organizations are critical and worth noting. A preliminary model from an organizational behavior perspective is proposed which will serve as the framework for further study.</em>
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26

Wei, Daojiang, and Huimin Li. "An Empirical Study on the Influencing Factors of Knowledge Sharing in Project Context." Journal of Systems Science and Information 2, no. 2 (April 25, 2014): 154–69. http://dx.doi.org/10.1515/jssi-2014-0154.

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AbstractThe article makes a comparative research on the effect of leader supporting, interpersonal relationship, knowledge sharing mechanisms and organizational incentive on the formal and informal knowledge sharing in the project context. Through the establishment of structural equation model, some conclusions have been reached as follows: Firstly, leader supporting positively influences both formal and informal knowledge sharing, whereas the interpersonal relationship partly mediates between leader supporting and informal knowledge sharing; Moreover, the interpersonal relationship has a significant effect on both formal and informal knowledge sharing; Sharing mechanisms can significantly promote formal knowledge sharing, but there is no direct impact on informal side. Instead, the interpersonal relationship plays a fully mediating role between sharing mechanism and informal sharing; Finally, organizational incentive has a significant promotion on formal sharing, but negatively influences the informal sharing.
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Glińska-Neweś, Aldona, Agnieszka Sopińska, and Alicja Łuka. "Positive interpersonal relationships and knowledge sharing in top management teams." Studia i Materiały Wydziału Zarządzania UW 1/2020, no. 32 (July 1, 2020): 21–33. http://dx.doi.org/10.7172/1733-9758.2020.32.2.

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The aim of the article is to determine the relatedness between the quality of interpersonal relationships, measured by the level of their positivity, with knowledge sharing among members of the top management teams (TMT). The analyses primarily concerned the relatedness between interpersonal relationships and a) the declared individual tendency to share knowledge, b) the motives of knowledge sharing among members of the surveyed teams, c) the forms of knowledge sharing. The empirical basis of the article is a CATI research on a sample of 123 managers who are members of decision-making teams in the furniture industry in Poland. The results obtained suggest that knowledge sharing within management teams is related to the level of positive interpersonal relationships of their members. These relationships strengthen the intrinsic motivation to share knowledge, reducing the importance of extrinsic motivators, as well as foster informal and direct forms of knowledge sharing, reducing the importance of institutionalized forms.
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28

Gusti Dewi Puspita Sari and M. Riza Firdaus. "Analyzing Customer Pre-Purchase Preference as a Determinant Factor Affecting a Brand’s Performance in the Phone Industry." Restaurant Business 118, no. 11 (November 14, 2019): 478–90. http://dx.doi.org/10.26643/rb.v118i11.11076.

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This research aims at examining and analyzing the factors impacting on preferences for personal information in the smartphone pre-purchase process. The factors are product knowledge, perceived risk, need for cognition, self-confidence, and informational susceptibility to interpersonal influence. The study also seeks to examine and analyze the impact of product knowledge on perceived risk, and the impact of self-confidence on informational susceptibility on interpersonal influence. Data in this study was collected by questionnaire. Applying non-probability convenience sampling, the study is conducted on 150 Banjarmasin citizens. The hypotheses are tested using the Structural Equation Model (SEM) technique by AMOS 18. The results indicate that customer relative preference for interpersonal information search is significantly influenced by consumers’ product knowledge, need for cognition, self-confidence, and informational susceptibility to interpersonal influence. Consumer’s product knowledge also influenced their perceived risk, which did not affect their preference for interpersonal search significantly. Consumer’s self-confidence also did not affect their informational susceptibility to interpersonal influence.
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Antona, Margherita, Constantine Stephanidis, and Georgios Kouroupetroglou. "Access to lexical knowledge in modular interpersonal communication aids." Augmentative and Alternative Communication 15, no. 4 (January 1999): 269–79. http://dx.doi.org/10.1080/07434619912331278805.

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30

Lei, Hui, Thuong Thi Nguyen, and Phong Ba Le. "How knowledge sharing connects interpersonal trust and innovation capability." Chinese Management Studies 13, no. 2 (June 3, 2019): 276–98. http://dx.doi.org/10.1108/cms-06-2018-0554.

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Purpose Knowledge sharing (KS) and innovation are generally believed as the antecedents of key outcomes that help firms to attain and sustain competitive advantage in long term. The purpose of this paper is to analyze the mechanism of how interpersonal trust and leader support affect KS and improve firm’s innovation capabilities. Design/methodology/approach This is a research paper which is built using empirical data collected from 68 manufacturing and service firms in China. Findings First, the findings show that leader supports moderate the correlation between interpersonal trust and KS. Second, KS serves as mediator in the relationship between interpersonal trust and firm’s innovation capabilities. Research limitations/implications KS plays a crucial role in stimulating innovation capabilities for both manufacturing and service firms. Future research should explore the effects of the motivational factors (such as positive psychological state, perceived benefits and costs) on KS and firm’s innovation capabilities. Practical implications The paper provides the evidence for the positive effects of interpersonal trust on KS, which in turn is significantly associated with product innovation and process innovation. It highlights the important role of leader supports in promoting the degree of sharing knowledge among individuals to enhance innovation capabilities for firms. Originality/value This study puts the theory of innovation forward based on exploring the key factors that have potential and positive impacts on two specific types of innovation capability, namely, product innovation and process innovation, for both manufacturing and service firms.
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O'LEARY, CECILIE GAZIANO JOANN. "Childbirth and Infant Development Knowledge Gaps in Interpersonal Settings." Journal of Health Communication 3, no. 1 (January 1998): 29–51. http://dx.doi.org/10.1080/108107398127490.

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32

Mate, Davide, Adelina Brizio, and Maurizio Tirassa. "Knowledge construction: the role of the teacher’s interpersonal attitudes." Research Papers in Education 26, no. 2 (June 2011): 245–65. http://dx.doi.org/10.1080/02671522.2011.561982.

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33

Haas, Martine. "Social Structural Constraints on the Interpersonal Transfer of Knowledge." Academy of Management Proceedings 2015, no. 1 (January 2015): 13581. http://dx.doi.org/10.5465/ambpp.2015.13581symposium.

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34

Engelberg, Moshe, June A. Flora, and Clifford I. Nass. "AIDS Knowledge: Effects of Channel Involvement and Interpersonal Communication." Health Communication 7, no. 2 (April 1995): 73–91. http://dx.doi.org/10.1207/s15327027hc0702_1.

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35

KINOSHITA, Tadaaki, Yusuke TSUTSUI, Kazuyoshi WADA, Kaoru INOUE, and Yoshiki SHIMOMURA. "A knowledge sharing method for improving interpersonal services productivity." Proceedings of Design & Systems Conference 2020.30 (2020): 2207. http://dx.doi.org/10.1299/jsmedsd.2020.30.2207.

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36

XIN, Ziqiang, Donghui DOU, and Chao CHEN. "Does Knowledge of Economics Encourage Interpersonal Distrust? Impact of Economic Learning on Interpersonal Trust in Undergraduates." Advances in Psychological Science 21, no. 1 (November 27, 2013): 31–36. http://dx.doi.org/10.3724/sp.j.1042.2013.00031.

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37

Bibi, Sadia, and Amjad Ali. "Knowledge sharing behavior of academics in higher education." Journal of Applied Research in Higher Education 9, no. 4 (October 9, 2017): 550–64. http://dx.doi.org/10.1108/jarhe-11-2016-0077.

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Purpose The purpose of this paper is to investigate the effect of motivation to share, interpersonal trust, job involvement, job satisfaction and continuance commitment on knowledge sharing behavior of academics in higher education institutes. Design/methodology/approach Data were conveniently collected through a self-administered questionnaire from 369 academics working in six public sector universities of Pakistan. Correlation and incremental regression analyses were run to draw the results. Findings Results reveal that 24 percent of the variation in KSB is due to the changes in all the independent variables – intrinsic motivation, extrinsic motivation, interpersonal trust, job involvement, job satisfaction and continuance commitment. The study also identifies job involvement and continuance commitment as strong determinants of knowledge sharing behavior among academics. Research limitations/implications To facilitate knowledge sharing behavior among academics, management of the universities must provide the ways for improving the levels of job involvement, continuance commitment and job satisfaction. Originality/value This is the first study that investigated the combined effect of intrinsic motivation, extrinsic motivation to share, interpersonal trust, job involvement, job satisfaction and continuance commitment on knowledge sharing behavior of teachers in public sector universities in Pakistan.
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Zhang, Michael Jijin, and Honghua Chen. "To Ask or Not to Ask." International Journal of Knowledge Management 14, no. 1 (January 2018): 71–86. http://dx.doi.org/10.4018/ijkm.2018010105.

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This article looks to investigate the roles of interpersonal trust in knowledge seeking. Specifically, the article examines and tests the effects of two distinct types of interpersonal trust (affect-based trust and cognition-based trust) on willingness to seek two different types of knowledge (explicit and tacit). Using data from a survey of 143 employees from Chinese firms, the article found that both types of interpersonal trust positively related to explicit knowledge seeking, as well as tacit knowledge seeking. The article also found that cognition-based trust had a stronger relationship with seeking of both explicit and tacit knowledge than affect-based trust. Implications for future research and practice are discussed.
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Dang, Yanzhong, Yutong Li, and Jiangning Wu. "Quantitative Study of Affection Generated by Knowledge Exchange in Team." Journal of Information & Knowledge Management 12, no. 04 (December 2013): 1350036. http://dx.doi.org/10.1142/s0219649213500366.

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Trust has been noted as a key component for the success of knowledge management. Recent research on affection in interpersonal trust using empirical research suggests that affection plays a critical role on team effectiveness, knowledge transfer and sharing in team. Yet, the empirical research only obtains a certain period of affection reflecting interpersonal trust; it can not observe the dynamic change of affection. The empirical data lacks universality, which is merely focused on a designated team. In this paper, we give a primitive attempt, by using an agent-based computational model, to explore interpersonal trust, especially to study the quantitative method of emotion and affection generated by knowledge exchange and factors on emotional and affective intensity. We hope that our bold attempt improves the understandings of affection generation and development, and provides agent-based modelling simulations as a supplement of the empirical research to study team effectiveness in future.
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40

Kamenskiy, Pyotr I. "Guilt-riddenness as a predictor of interpersonal addiction and well-being in interpersonal relationships." Vestnik Kostroma State University. Series: Pedagogy. Psychology. Sociokinetics, no. 4 (2019): 84–88. http://dx.doi.org/10.34216/2073-1426-2019-25-4-84-88.

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The article is devoted to the problem of the conjugation of guilt feeling and interpersonal dependence. The author shows the actualised need to consider the aspect of personality dependent behaviour in connection with scarce knowledge in this area on the one hand and the emergence of new types of non-chemical dependence on the other. The specifics of the links of non-adaptive forms of guilt and interpersonal dependence are revealed. The author considers the irrational forms of guilt as a predictor of destructive types of interpersonal dependence, namely destructive overdependence and dysfunctional separation. In conclusion, the author states that some forms of non-adaptive guilt are predictors of destructive overdependence and dysfunctional separation. Also,.interpersonal dependence and irrational forms of guilt areassociated with psychological well-being. The author emphasises that the study is far from completion and requires a more detailed knowledge of both interpersonal dependence and non-adaptive forms of guilt.
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Ding, Weixu, Eugene Choi, and Atsushi Aoyama. "Relationships between Interpersonal Trust and Knowledge Sharing in Workplace: The Mediational Role of Prosocial Motives." International Business Research 11, no. 8 (July 25, 2018): 163. http://dx.doi.org/10.5539/ibr.v11n8p163.

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This study is different from the usual cases that testing the intuitive factor as rewarding that affects the employees’ knowledge sharing. In this study, the focus shifts to concentrating on the emotional factors such as interpersonal trust and the prosocial motives. Empirical methods are used to test the hypotheses, and the results show that interpersonal trust affects employees’ knowledge sharing significantly. Moreover, the prosocial motives have been evidenced that it moderately mediates the relationship between interpersonal trust and knowledge sharing. This study has well evidenced all the hypotheses and gives suggestions for the future research at the end.
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42

Weng, Qingxiong, Kashmala Latif, Abdul Karim Khan, Hussain Tariq, Hirra Pervez Butt, Asfia Obaid, and Naukhez Sarwar. "Loaded with knowledge, yet green with envy: leader–member exchange comparison and coworkers-directed knowledge hiding behavior." Journal of Knowledge Management 24, no. 7 (July 9, 2020): 1653–80. http://dx.doi.org/10.1108/jkm-10-2019-0534.

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Purpose This study aims to explore an interpersonal predictor of coworkers-directed knowledge hiding behavior – the leader–member exchange social comparison (LMXSC). This study integrates leader–member exchange literature with social comparison theory to hypothesize that an individual’s upward LMXSC is positively correlated with coworkers-directed knowledge hiding and that an individual’s feelings of envy are mediated by the relationship between upward LMXSC and coworkers-directed knowledge hiding behavior. Also, this study proposes two-way and three-way interaction patterns of goal interdependence, which can influence LMXSC–envy relationships. Design/methodology/approach Two independent studies are conducted to test the hypothesized relationships. In Study 1, the authors collected multi-wave data from a large public sector university in China (N = 1,131). The authors then replicated the Study 1 findings by collecting multi-source and multi-wave data from a telecom company based in China (n = 379). Findings The authors found support across both studies for the idea that upward LMXSC is a possible interpersonal predictor of coworkers-directed knowledge hiding behavior. More specifically, it was found that feelings of envy ensue from upward LMXSC, resulting in further coworkers-directed knowledge hiding behavior. Further, this study shows that the influence of upward LMXSC on knowledge hiding behavior via feelings of envy was weaker (stronger) when employees have high (low) cooperative goal interdependence with coworkers, respectively, and when employees have low (high) competitive goal interdependence with the coworkers, respectively. Originality/value This study extends current knowledge management literature by introducing LMXSC as an interpersonal predictor of coworkers-directed knowledge hiding behavior. This will help practitioners to curb such counterproductive behavior.
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Anderson, Joshua T. L., Emily L. Howell, Michael A. Xenos, Dietram A. Scheufele, and Dominique Brossard. "Learning without seeking?: Incidental exposure to science news on social media & knowledge of gene editing." Journal of Science Communication 20, no. 04 (May 26, 2021): A01. http://dx.doi.org/10.22323/2.20040201.

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Little is known about how incidental exposure to news, interpersonal discussion, and the diversity of social networks interact in social media environments and for science-related issues. Using a U.S. nationally representative survey, we investigate how these features relate to factual knowledge of gene editing. Incidental exposure to science-related news interacts with interpersonal discussion and network heterogeneity and reveals that the relationship between incidental exposure to news and knowledge is strongest among those who discuss the least. Incidental exposure could alleviate knowledge gaps between the Facebook users who are the most and least involved in interpersonal discussions about science.
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Gajendran, Ravi Shanker, Hong Ren, and David A. Harrison. ""Outcome Interdependence, Interpersonal Knowledge, and Team Performance: A TMS Perspective"." Academy of Management Proceedings 2013, no. 1 (January 2013): 16866. http://dx.doi.org/10.5465/ambpp.2013.16866abstract.

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Flores, Andrew R. "Attitudes toward transgender rights: perceived knowledge and secondary interpersonal contact." Politics, Groups, and Identities 3, no. 3 (June 5, 2015): 398–416. http://dx.doi.org/10.1080/21565503.2015.1050414.

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Forke, Christine M., Rachel K. Myers, Marina Catallozzi, and Donald F. Schwarz. "4: Interpersonal violence: Knowledge and utilization of available campus resources." Journal of Adolescent Health 40, no. 2 (February 2007): S16. http://dx.doi.org/10.1016/j.jadohealth.2006.11.047.

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Yuan, Xinwei, Lorne Olfman, and Jingbing Yi. "How Do Institution-Based Trust and Interpersonal Trust Affect Interdepartmental Knowledge Sharing?" Information Resources Management Journal 29, no. 1 (January 2016): 15–38. http://dx.doi.org/10.4018/irmj.2016010102.

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There are two typical forms of trust in organisational settings—institution-based trust and interpersonal trust. The role of interpersonal trust in promoting interdepartmental knowledge sharing has been investigated. The effect of institution-based trust, especially the joint effect of institution-based and interpersonal trust, on interdepartmental knowledge sharing has not been adequately described. This article builds a conceptual model to describe the independent and joint effects of these two forms of trust on the satisfaction and success of interdepartmental knowledge sharing. The moderating role of knowledge tacitness is also described in this model, which is tested on 294 collaborative task scenarios between departments within Chinese IT firms. The empirical results essentially support the proposed model and contribute to organisational trust and interdepartmental knowledge-sharing discussions by clarifying the substantial roles of these two forms of trust in the context of interdepartmental collaboration and knowledge sharing.
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Sitanggang, H. D. Melva Meinaria. "PENGARUH KOMUNIKASI INTERPERSONAL, PENGETAHUAN TENTANG LINGKUNGAN DAN MOTIVASI PENINGKATAN PENDAPATAN TERHADAP PARTISIPASI DALAM PELESTARIAN LINGKUNGAN WISATA." Jurnal Ilmiah Pendidikan Lingkungan dan Pembangunan 11, no. 1 (May 8, 2017): 26–48. http://dx.doi.org/10.21009/plpb.111.02.

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The objective of this research is to know the effect of level interpersonal communication,enviromental knowledge and motivation increasing income which participation people in eternal a tour. Theresearch is done by using survey method to 80 respondents are inhabitants around Danau Toba from 2 (two)district; Simalungun and Samosir, North Sumatera.The results this research are : 1. There is direct effect of interpersonal communication to people’smotivation increasing income; 2. There is direct effect of enviromental knowledge to people’s motivationincreasing income; 3. There is direct effect of interpersonal communication to people’s participation ineternal a tour; 4. There is direct effect of environmental knowledge to people’s participation in eternal ator; 5. There is direct effect of people’s motivation increasing income to people’s participation in eternal atour.Results of this research give implication that people’s participation to eternal a tour is highlydetermined by interpersonal communication, environmental knowledge, and motivation increasing income.
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Di, Cui, and Wu Fang. "New channels, new ways of becoming informed? Examining the acquisition of public affairs knowledge by young people in China." Information Development 35, no. 5 (June 15, 2018): 688–702. http://dx.doi.org/10.1177/0266666918782361.

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People always rely on a specific media environment to acquire knowledge about public affairs. This pilot study investigates gain of public affairs knowledge as an effect of media use and interpersonal discussion in China. Based on a contextual understanding of China’s press system, this study explores the mainstream and alternative forms of public affairs knowledge and the ways they are linked with use of new media (i.e., web news and social media) and traditional media (i.e., newspaper and television). An analysis of survey data first shows that television news and web news have direct positive effects on mainstream knowledge, and only web news directly contributes to alternative knowledge. Second, news from newspapers, television, the web and social media have indirect effects on both mainstream and alternative forms of public affairs knowledge through elaboration and interpersonal discussion. Third, elaboration is only associated with alternative knowledge, whereas interpersonal discussion is associated with both mainstream and alternative knowledge. Theoretical and practical implications of the findings are discussed.
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Wang, Wei-Tsong, Yi-Shun Wang, and Wan-Ting Chang. "Investigating the effects of psychological empowerment and interpersonal conflicts on employees’ knowledge sharing intentions." Journal of Knowledge Management 23, no. 6 (August 12, 2019): 1039–76. http://dx.doi.org/10.1108/jkm-07-2018-0423.

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PurposeThe purpose of this paper is to investigate how different forms of interpersonal conflicts and employees’ psychological empowerment may affect knowledge sharing intentions directly or indirectly via interpersonal trust in the workplace.Design/methodology/approachSurvey data collected from 249 employees of 37 of the top 500 corporations in the manufacturing industry in Taiwan were used for the data analysis. The research model was analyzed using the component-based structural equation modeling technique, namely, the partial least squares (PLS) approach.FindingsThe results indicate that both relationship and task conflicts have significant indirect effects on employees’ knowledge sharing intentions via psychological empowerment and trust. Additionally, psychological empowerment significantly influences employees’ knowledge sharing intentions both directly and indirectly via trust.Research limitations/implicationsThe primary theoretical implication is an advancement in the understanding of the critical antecedents of and their different effects on employees’ knowledge sharing intentions from the perspectives of conflict management and individual psychological empowerment. Future research may concentrate on investigating the bidirectional interactions among trust, relationship conflicts and task conflicts in different knowledge-sharing contexts.Practical implicationsThis study provides practical insights into conflict resolution intended to facilitate psychological empowerment and interpersonal trust that encourage knowledge sharing in the workplace.Originality/valueTo the best of the authors’ knowledge, this study is the first knowledge sharing study that empirically examines how task and relationship conflicts affect employees’ knowledge sharing intentions differently via the mediation of their perceived psychological empowerment and interpersonal trust in one another in the workplace.
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