The Effects of Transactive Memory System and Knowledge Sharing on Work Engagement

Abstract

Purpose - This study aims to verify the effects of the Transactive Memory System (TMS) and knowledge sharing on work engagement focusing on the mediating effect of knowledge sharing. Design/methodology/approach - A survey was distributed to major companies in the service and public industries via direct visits and mailings from January 5, 2018, to April 15, 2018. Out of 700 copies distributed, 303 responses from service companies, and 334 from public companies were collected. Using SPSS & AMOS version 25.0, factor analysis, correlation, and path analysis have been performed. Findings - First, the relationship between all sub-factors of TMS and knowledge sharing (explicit and tacit) was significant except for one between task coordination and explicit knowledge sharing. Second, the relationship between explicit knowledge sharing and work engagement was not significant, while that between tacit knowledge sharing and work engagement was significant. Third, the relationship between all sub-factors of TMS and work engagement was significant. Fourth, tacit knowledge sharing was a partially mediating role between TMS and work engagement. Fifth, tacit knowledge sharing and work engagement is higher in public companies. Research implications or Originality - These findings emphasize the need for employees to focus on making tacit knowledge explicit and transposing individual knowledge with organizational knowledge to influence their engagement. Furthermore, this study provides evidence that knowledge sharing is affected by TMS that promotes communication and shared cognition by the employees’ credibility to the organization. Importantly, the relationships of work engagement with other factors have more implications because this factor has not been thoroughly studied. These results have shown that the influence of TMS becomes stronger when tacit knowledge sharing exists between TMS and work engagement.