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The effect of
Managerial Power and Relational Trust on the Skills and Traits of
Knowledge Acquisition: Evidence from the United Arab Emirates
John D. Politis, Higher Colleges of Technology, Dubai, United Arab
Emirates,
john.politis@hct.ac.ae |
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ABSTRACT |
Many organisations have recognised that knowledge is the
most important resource in today’s economy. Although knowledge management
is seen as central to process and product innovation and improvement, to
executive decision making and to organisational adaptation and renewal,
little is known on the effect of managerial power and relational trust on
the traits and skills of knowledge acquisition. A survey of 140 first line
managers was conducted to investigate the relationship between managerial
power, relational trust and knowledge acquisition attributes. Results
indicate that most, but not all, of the managerial power dimensions enable
employees’ knowledge acquisition. Moreover, the findings show that
relational (interpersonal) trust had a negative effect on the skills and
traits of knowledge acquisition. It was also found that the dimensions of
managerial power provided statistically significant additional predictive
power, after having statistically controlled for the predictive effects of
interpersonal trust.
Keywords: Knowledge acquisition ¨ managerial power ¨ relational
(interpersonal) trust ¨ United Arab Emirates.
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