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Multi-professional service teams might isolate from the organisation and inhibit knowledge sharing with others. Professional organisations are thus stimulating their teams to bond more closely with other units, hoping this would facilitate knowledge sharing. Yet, studies on social bonding suggest this could actually deter from knowledge sharing. Our study investigates this further asking: do employees display greater intention to share knowledge when their teams possess greater structural, relational and cognitive social capital? Our cross-level study, grounded on a sample of 226 employees (39 teams in four Hospice & Palliative Care Organisations), shows that individuals embedded in teams with greater social capital are indeed more motivated to share knowledge; and that each form of social bonding—increasing frequency of interactions, trust and mutual support, and similarity of goals/meanings—stimulates different mechanisms of knowledge sharing (attitude, subjective norm and perceived behavioural control). [ABSTRACT FROM AUTHOR]

Healthcare organisations are facing the constant trade off to contain expenditures without sacrificing the quality of patient's care. This challenge to do 'more with less' induced healthcare executives to heavily invest in innovations activities in order to increase the efficiency of their organisations. By taking an individual-level perspective, our study focuses on knowledge-sharing behaviour among healthcare practitioners as a critical element to continuously improve the performance of healthcare organisations. Specifically we explore the effect of intellectual capital on practitioners' knowledge-sharing behaviour, and propose organisational knowledge-sharing climate as mediator. We conducted a survey on three healthcare organisations. Our results substantiate the positive link between intellectual capital and knowledge-sharing behaviour, and reveal that organisational knowledge-sharing climate fully mediates this relationship. These findings provide hospital managers with key implications for the management of intellectual capital as a lever to improve the sharing and the diffusion of knowledge among practitioners. [ABSTRACT FROM AUTHOR]