Knowledge Sharing in R&D Teams: How do Reward, Cohesion, and Organizational Support Shape the Willingness to Share?

Abstract

Knowledge sharing is a critical yet discretionary behaviour underpinning innovation and performance in research and development (R&D) teams. Despite its importance, limited empirical attention has been given to the factors shaping knowledge sharing willingness (KSW), particularly within R&D teams in developing economies. Anchored in Social Exchange Theory (SET), this study examines how teams' reward, organizational support, and group cohesion influence KSW, and whether trust moderates these relationships. Using a cross- sectional survey design, data were collected from 75 R&D team members across three mobile telecommunication companies in Ghana. Correlation and hierarchical regression analysis were employed to test the proposed relationships. The results reveal that team reward, organisational support, and group cohesion are significant positive predictors of KSW. Furthermore, trust significantly moderates the relationships between these antecedents and KSW, strengthening their effects under high-trust conditions. These findings emphasize the relational and exchange-based nature of knowledge sharing in R&D contexts, where perceived reciprocity and reduced relational risk enhance individuals’ willingness to share knowledge. This study extends the knowledge sharing literature beyond dominant Western contexts and highlights KSW as a distinct micro-behavioural construct. The study offers practical insights for R&D managers seeking to design reward systems, supportive structures, and a trust-based team environment that fosters sustained knowledge sharing.