Exploring the Underlying Processes Between Conflict and Knowledge Sharing: A Work-Engagement Perspective

Authors


  • This research was sponsored by the National Natural Science Foundation of China (71002101); the Excellent Young Scholars Research Fund of Beijing Institute of Technology (2009Y1319); the Basic Research Fund of Beijing Institute of Technology (2142018); and a grant from the Research Grants Council of the Hong Kong Special Administrative Region, China (CityU149008).

Zhenjiao Chen, 5 South Zhongguancun Street, Haidian District, Beijing, P. R. China, Post Code 100081. E-mail: sharon2009@bit.edu.cn

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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