Eric L. Lesser

Bio: Eric L. Lesser is an academic researcher. The author has contributed to research in topics: Competence (human resources) & Knowledge sharing. The author has an hindex of 2, co-authored 2 publications receiving 815 citations.

Nurturing interpersonal trust in knowledge-sharing networks

Abstract: Executive Overview In many organizations, informal networks are the primary means by which employees find information, solve complex problems, and learn how to do their work. Two forms of interpersonal trust—trust in a person's competence and in a person's benevolence—enable effective knowledge creation and sharing in these networks. Yet, though conceptually appealing, trust is an elusive concept that is often difficult for managers to influence. We conducted interviews in 20 organizations to identify ways in which interpersonal trust in a knowledge-sharing context develops. Based on this work, we summarize behaviors (e.g., discretion, consistency, collaboration) and practices (e.g., building shared vision, ensuring transparency in decision-making, holding people accountable for trust) for managers interested in promoting trust (and thereby knowledge creation and sharing) within their own organizations.

Trust and knowledge sharing: A critical combination

Abstract: Recently, the IBM Institute for Knowledge-Based Organisations (IKO) studied the role of trust in knowledge sharing. Factors such as the strength of the relationship between the knowledge seeker and the knowledge source, the difference between competence-based and benevolence-based trust and the type of knowledge being exchanged were explored. Data from a two-part survey of 138 people in three companies were analysed to discern how trust affects knowledge sharing and how individuals evaluate the trustworthiness of others when seeking knowledge. By applying this new insight, managers can take explicit actions to help build trust – and, in turn, encourage knowledge sharing.

Knowledge sharing behavior in virtual communities: The relationship between trust, self-efficacy, and outcome expectations

Abstract: There has been a growing interest in examining the factors that support or hinder one's knowledge sharing behavior in the virtual communities. However, still very few studies examined them from both personal and environmental perspectives. In order to explore the knowledge sharing behaviors within the virtual communities of professional societies, this study proposed a social cognitive theory (SCT)-based model that includes knowledge sharing self-efficacy and outcome expectations for personal influences, and multi-dimensional trusts for environmental influences. The proposed research model was then evaluated with structural equation modeling, and confirmatory factor analysis was also applied to test if the empirical data conform to the proposed model.

How and why people Twitter: the role that micro-blogging plays in informal communication at work

Abstract: Micro-blogs, a relatively new phenomenon, provide a new communication channel for people to broadcast information that they likely would not share otherwise using existing channels (e.g., email, phone, IM, or weblogs). Micro-blogging has become popu-lar quite quickly, raising its potential for serving as a new informal communication medium at work, providing a variety of impacts on collaborative work (e.g., enhancing information sharing, building common ground, and sustaining a feeling of connectedness among colleagues). This exploratory research project is aimed at gaining an in-depth understanding of how and why people use Twitter - a popular micro-blogging tool - and exploring micro-blog's poten-tial impacts on informal communication at work.

Organizational culture and knowledge sharing: critical success factors

Abstract: Purpose – This research aims at investigating the role of certain factors in organizational culture in the success of knowledge sharing Such factors as interpersonal trust, communication between staff, information systems, rewards and organization structure play an important role in defining the relationships between staff and in turn, providing possibilities to break obstacles to knowledge sharing This research is intended to contribute in helping businesses understand the essential role of organizational culture in nourishing knowledge and spreading it in order to become leaders in utilizing their know-how and enjoying prosperity thereafter Design/methodology/approach – The conclusions of this study are based on interpreting the results of a survey and a number of interviews with staff from various organizations in Bahrain from the public and private sectors Findings – The research findings indicate that trust, communication, information systems, rewards and organization structure are positively related to knowledge sharing in organizations Research limitations/implications – The authors believe that further research is required to address governmental sector institutions, where organizational politics dominate a role in hoarding knowledge, through such methods as case studies and observation Originality/value – Previous research indicated that the Bahraini society is influenced by traditions of household, tribe, and especially religion of the Arab and Islamic world These factors define people’s beliefs and behaviours, and thus exercise strong influence in the performance of business organizations This study is motivated by the desire to explore the role of the national organizational culture on knowledge sharing, which may be different from previous studies conducted abroad

Trust in leadership: A multi-level review and integration

Abstract: Leaders have been argued to play a key role in determining organizational effectiveness across all levels (e.g., individual, team, unit) that exist within organizations. A key component in a leader's ability to be effective within such environments is the degree to which subordinates and co-workers trust him/her. Therefore, it is not surprising that researchers and practitioners alike are interested in identifying the mechanisms through which trust in leadership can be developed as well as those factors which moderate this relationship [e.g., Gillespie, N. A., Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19, 588–607; Kouzes and Posner, 1995; Roberts, K. H., O'Reilly, C. A. (1974). Failures in upward communication in organizations: Three possible culprits. Academy of Management Journal, 17, 205–215; Whitener, E. M. (1997). The impact of human resource activities on employee trust. Human Resource Management Review, 7, 389–404]. Despite this, research that has addressed the factors that foster trust in leaders and the outcomes of this trust has been disjointed and, as yet, no comprehensive model has been presented to systematically examine these factors. Therefore, the purpose of this article will be to present an integrative model of trust in leadership.