The Field Guide › Paper
Examined how PS and confidence in one's own knowledge independently and jointly predict knowledge sharing in operations contexts. Found that PS is necessary but not sufficient: employees who feel safe but uncertain about the value of what they know still withhold it. The interaction effect — PS amplifies the relationship between knowledge confidence and sharing — has practical implications for PS interventions: building safety without also building epistemic confidence leaves half the mechanism inoperative. Extends PS research into knowledge management and operations, an area underrepresented in the mainstream PS literature.