{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,3,20]],"date-time":"2026-03-20T17:19:45Z","timestamp":1774027185252,"version":"3.50.1"},"reference-count":173,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2016,7,11]],"date-time":"2016-07-11T00:00:00Z","timestamp":1468195200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2016,7,11]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title><jats:p>The purpose of this paper is to investigate the impact of exchange modes \u2013 negotiated, reciprocal, generalized, and productive \u2013 on inter-employee knowledge sharing.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title><jats:p>Based on the affect theory of social exchange, a theoretical model was developed and empirically tested using a survey of 691 employees from 15 North American credit unions.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Findings<\/jats:title><jats:p>The negotiated mode of knowledge exchange, i.e. when a knowledge contributor explicitly establishes reciprocation conditions with a recipient, develops negative knowledge sharing attitude. The reciprocal mode, i.e. when a knowledge donor assumes that a receiver will reciprocate, has no effect on knowledge sharing attitude. The generalized exchange form, i.e. when a knowledge contributor believes that other organizational members may reciprocate, is weakly related to knowledge sharing attitude. The productive exchange mode, i.e. when a knowledge provider assumes he or she is a responsible citizen within a cooperative enterprise, strongly facilitates the development of knowledge sharing attitude, which, in turn, leads to knowledge sharing intentions.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Practical implications<\/jats:title><jats:p>To facilitate inter-employee knowledge sharing, managers should focus on the development of positive knowledge sharing culture when all employees believe they contribute to a common good instead of expecting reciprocal benefits.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title><jats:p>This is one of the first studies to apply the affect theory of social exchange to study knowledge sharing.<\/jats:p><\/jats:sec>","DOI":"10.1108\/jkm-10-2015-0394","type":"journal-article","created":{"date-parts":[[2016,8,3]],"date-time":"2016-08-03T07:57:15Z","timestamp":1470211035000},"page":"687-712","source":"Crossref","is-referenced-by-count":63,"title":["Negotiate, reciprocate, or cooperate? 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