The Influence of Psychological Safety and Confidence in Knowledge on Employee Knowledge Sharing
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.
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