THE INFLUENCE OF TACIT KNOWLEDGE SHARING AND PERCEPTION OF CO-OPETITION RELATIONSHIPS ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: AN INTEGRATION OF CO-OPETITION THEORY, ABSORPTIVE CAPACITY THEORY, AND SOCIAL EXCHANGE THEORY
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The coexistence of cooperation and competition among employees has become an important factor influencing knowledge-sharing behavior and organizational effectiveness in knowledge-intensive organizations. This study aimed to: (1) examine the effects of employees’ perceptions of cooperative and competitive relationships on tacit knowledge sharing intention and behavior; (2) investigate the mediating roles of tacit knowledge sharing intention and tacit knowledge sharing behavior in the relationship between co-opetition relationship perceptions and Organizational Citizenship Behavior (OCB); and (3) explore the moderating role of trust in the relationship between co-opetition relationship perceptions and tacit knowledge sharing intention. Grounded in Co-opetition Theory, Absorptive Capacity Theory, and Social Exchange Theory, the study employed a quantitative research design. Data were collected from 345 research and development (R&D) personnel working in high-tech enterprises in China through a structured questionnaire and analyzed using Structural Equation Modeling (SEM).
The findings revealed that perceptions of cooperative relationships positively influenced tacit knowledge sharing intention and Organizational Citizenship Behavior, whereas perceptions of competitive relationships exerted significant negative effects on both variables. Tacit knowledge sharing intention and tacit knowledge sharing behavior jointly served as serial mediators between co-opetition relationship perceptions and Organizational Citizenship Behavior. Furthermore, trust significantly strengthened the positive effect of cooperative relationship perception on tacit knowledge sharing intention and mitigated the negative effect of competitive relationship perception. The study contributes to a better understanding of employee behavior in co-opetitive environments by demonstrating how tacit knowledge sharing facilitates the transformation of relationship perceptions into Organizational Citizenship Behavior. The findings also provide practical implications for organizations seeking to promote knowledge sharing, strengthen trust-based work environments, and enhance collaborative behaviors that support organizational effectiveness and innovation.
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