| Knowledge continues to be redefined as organizations continue to evolve; with this evolution it has become more important to understand how the power of knowledge influences organizational capabilities and success. The various changes taking place in the workforce (i.e., employee turnover, aging and retiring workforce, etc.) have posed challenges to organizations with regard to continuous learning and to the updating of employees' competencies. Further, the overall managing of one's own job requires competencies that are tacit in nature, such as appropriate ways of managing social interaction and communication as well as knowledge related to work processes; these tacit competencies are only to be learned in an environment that encourages social exchanges. This paper examined the importance of three variables---organizational culture, employee trust in management, and affective trust---to the capturing and sharing of tacit knowledge in organizations.;The author of this paper maintained that the presence of these three variables will lead organizations to achieve a higher level of tacit knowledge sharing among their employees. This research addressed a key issue concentrating on the interpersonal interactions of employees and managers and the importance of the personal aspect of knowledge sharing in organizations. The empirical research that currently exists on this topic provided sufficient direction for the development of several propositions for testing in this paper. |
