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Life - 생존 선택/비즈니스 전략
Trust and tacit knowledge sharing and use (J. Scott Holste and Dail Fields, 2010, JKM)
생존전략가 2011. 5. 1. 14:43Introduction
1. This knowledge is highly personal and difficult – if not impossible – to reduce to writing. If expressed at all, it frequently takes the form of analogies, metaphors, stories, or personal strategies that reveal insight into the ‘‘how
2. The willingness of organizational members to share and use tacit knowledge may depend on the extent that co-workers are trusted recipients and sources
3. Lucas (2005) found that interpersonal trust between co-workers and reputation of co-workers had separate effects on employee experiences in transferring knowledge within an organization.
4. McAllister (1995) developed and tested empirically the distinctiveness of two forms of trust:
1. This knowledge is highly personal and difficult – if not impossible – to reduce to writing. If expressed at all, it frequently takes the form of analogies, metaphors, stories, or personal strategies that reveal insight into the ‘‘how
and why’’ underlying an employee’s approach to tasks or problems
2. The willingness of organizational members to share and use tacit knowledge may depend on the extent that co-workers are trusted recipients and sources
3. Lucas (2005) found that interpersonal trust between co-workers and reputation of co-workers had separate effects on employee experiences in transferring knowledge within an organization.
4. McAllister (1995) developed and tested empirically the distinctiveness of two forms of trust:
1. affect-based trust, which is grounded in mutual care and concern between workers; and
2. cognition-based trust, which is grounded in co-worker reliability and competence.
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