Knowledge sharing and employee performance – A conceptual framework

Abstract

This article presents an in-depth conceptual analysis of the relationship between knowledge sharing and employee performance, particularly within the context of the automotive industry. This conceptual paper explores the connection between knowledge sharing and employee performance within the automotive manufacturing industry. Although knowledge sharing has been recognized as a key driver of innovation and efficiency, its theoretical integration with performance outcomes remains underdeveloped in this sector. The study addresses this gap by proposing a framework that links individual, organizational, and technological factors influencing knowledge sharing to employee performance outcomes such as innovation, productivity, and engagement. Guided primarily by the Social Exchange Theory (SET), Resource-Based View (RBV), and the SECI Model, the framework clarifies how reciprocal trust, knowledge as a strategic resource, and dynamic knowledge conversion processes contribute to employee and organizational growth. The study contributes theoretically by simplifying multi-theory integration and practically by offering strategic guidance for automotive firms aiming to strengthen performance through knowledge sharing. The proposed model serves as a foundation for future empirical validation.