More work is needed to address the factors influencing a supervisor’s knowledge sharing intent. Past research has discussed the implications of sharing knowledge, but lacks empirical studies. This paper assesses a theoretical framework for studying the power consideration and a supervisor’s knowledge sharing intent. The empirical study was based on data collected from supervisors of various banks. Empirical findings support the relationship between a supervisor’s knowledge sharing intent and the supervisor’s expectation regarding his power (i.e., alternatives and legitimacy) after knowledge sharing. Further, the research illuminates the process of effecting changes to a supervisor's expectation in respect to his power after sharing knowledge.
The Journal of Human Resource and Adult Learning, 2(1), 166-175