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<p>Considering the scarcity of research about knowledge sharing across borders (KSAB) in multinational companies (MNCs), this study investigates the indirect effect (through psychological empowerment [PE]) of servant leadership (SL) on two types of KSAB (related to explicit and implicit knowledge). It also investigates the contingent role of three types of employee cultural orientation (ECO) – collectivism, individualism, and uncertainty avoidance – on the “PE–KSAB” relationship, as well as the moderated-mediation effect of the three types of ECO. By employing a time-lagged survey, this study collected data from 211 representatives of MNCs in Saudi Arabia to empirically examine the proposed theoretical model. SL was found to significantly influence tacit and explicit KSAB indirectly through PE. In the presence of higher collectivism, the link between PE and tacit and explicit KSAB is stronger. However, individualism does not moderate the relationship between PE and tacit and explicit KSAB. The presence of uncertainty avoidance does not alter the “PE-explicit KSAB” relationship, but it does so in the case of tacit KSAB. To the best of the authors’ knowledge, there is no available study on the interrelations among SL, PE, the two types of KSAB, and three types of ECO. This paper encourages MNC managers to apply SL, develop PE, and focus on specific types of ECO to foster knowledge sharing across borders.</p>

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Tacit and Explicit Knowledge Sharing across Borders: The Role of Psychological Empowerment, Employee Cultural Orientation, and Uncertainty Avoidance

  • 期刊论文

  • 发表日期：

    2026年3月6日

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  • Qaisar Iqbal,
  • Katarzyna Piwowar-Sulej

摘要

Considering the scarcity of research about knowledge sharing across borders (KSAB) in multinational companies (MNCs), this study investigates the indirect effect (through psychological empowerment [PE]) of servant leadership (SL) on two types of KSAB (related to explicit and implicit knowledge). It also investigates the contingent role of three types of employee cultural orientation (ECO) – collectivism, individualism, and uncertainty avoidance – on the “PE–KSAB” relationship, as well as the moderated-mediation effect of the three types of ECO. By employing a time-lagged survey, this study collected data from 211 representatives of MNCs in Saudi Arabia to empirically examine the proposed theoretical model. SL was found to significantly influence tacit and explicit KSAB indirectly through PE. In the presence of higher collectivism, the link between PE and tacit and explicit KSAB is stronger. However, individualism does not moderate the relationship between PE and tacit and explicit KSAB. The presence of uncertainty avoidance does not alter the “PE-explicit KSAB” relationship, but it does so in the case of tacit KSAB. To the best of the authors’ knowledge, there is no available study on the interrelations among SL, PE, the two types of KSAB, and three types of ECO. This paper encourages MNC managers to apply SL, develop PE, and focus on specific types of ECO to foster knowledge sharing across borders.