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Organizational tenure and knowledge-sharing behaviours


Purpose
This paper aims to contribute to research on the broad theme of knowledge-sharing (KS) behaviours and the impact that different organizational tenure may have on them. In this relationship, the relevance of the leader in enhancing sharing dynamics among employees is highlighted.


Design/methodology/approach
This study focuses on KS attitudes among employees with different numbers of years spent in the same organization, seen through the theoretical lens of a social exchange perspective. Specifically, the role of the leader in building a social exchange with co-workers is investigated as a managerial lever able to favour KS among a more experienced workforce. This paper starts by considering the relationship between organizational tenure and employees’ KS attitude. Furthermore, the specific role played by the leader–member social exchange with regard to this relation is described. The study’s hypotheses are tested on data collected from employees (N = 150) working in a non-profit organization located in central Italy.


Findings
The results suggest that a negative relationship exists between employees’ organizational tenure and KS attitude. In addition, the critical role of a leader’s support is demonstrated in moderating the effect of different organizational tenures on the KS attitude.


Research limitations/implications
This paper has both theoretical and managerial implications.


Originality/value
This paper contributes to the research on the important role of leaders in enhancing KS behaviors among co-workers when the number of years in the same organizations is a variable of interest.
