Purpose
This study aims to explore the impact of affect‐based and cognition‐based trust of co‐workers on the willingness of professionals to share and use tacit knowledge.
Design/methodology/approach
The relationships were examined through data provided by a sample of 202 professionals and managers in world headquarters of an international organization.
Findings
The levels of both types of trust influence the extent to which staff members are willing to share and use tacit knowledge. Affect‐based trust has a significantly greater effect on the willingness to share tacit knowledge, while cognition‐based trust plays a greater role in willingness to use tacit knowledge.
Research limitations/implications
The data are cross‐sectional and were also collected in one organization. Future studies should consider longitudinal designs across multiple organizations. Alternatively, archival information could be used to measure actual tacit knowledge sharing and use among co‐workers.
