Managerial Tacit Knowledge,Individual Performance,and the Moderating Role of Employee Personality |
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| Authors: | Halimah Abdul Manaf Steven J Armstrong Alan Lawton William S Harvey |
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| Institution: | 1. School of Government, College of Law, Government and International Studies, Universiti Utara Malaysia, Kedah, Malaysia;2. Lincoln International Business School, University of Lincoln, Lincoln, United Kingdom;3. Federation Business School, Federation University Australia, Churchill, Australia;4. University of Exeter Business School, Exeter, United Kingdom |
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| Abstract: | This study investigates the relationship between knowledge-sharing mechanisms, managerial tacit knowledge, and individual performance in the Malaysian public sector. Moderation effects of employee personality on these variables were also examined. Findings from 308 Malaysian public sector managers suggest that individual performance is influenced by levels of accumulated managerial tacit knowledge (LAMTK), which were moderated by employee personality traits. The findings also show that individual performance has an impact on the effectiveness of knowledge-sharing mechanisms. |
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| Keywords: | Knowledge sharing managerial tacit knowledge personality performance |
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