Differences in personality and the sharing of managerial tacit knowledge: an empirical analysis of public sector managers in Malaysia

This is the author accepted manuscript. The final version is available from Emerald via the DOI in this recordPurpose This study aims to identify differences in knowledge-sharing mechanisms and personality among expert, typical and novice managers within the Malaysian Public Sector. Strengthening the knowledge sharing function is essential for enabling public institutions around the world to be more productive. Design/methodology/approach This quantitative study involves 308 employees from management and professional groups within 98 local authorities in the Malaysian Local Government. Stratified random sampling techniques were used and the sampling frame comprised 1000 staff using postal surveys. Data analyses were carried out using Analysis of Variance (ANOVA) and correlations in order to test the research hypotheses. Findings The findings reveal that expert managers are more proactive in sharing their knowledge, particularly those with the personality traits of conscientiousness and openness. These two personality traits were also related to expert behaviours such as thoroughness, responsibility and persistence, which led to work competency and managerial success. Originality/value This study provides theoretical insights into how managerial tacit knowledge differs and can accumulate, depending on the personality traits of middle managers. The paper shows the different mechanisms of knowledge sharing, tacit knowledge and personality among expert, typical and novice managers. Practically, this study is important for guiding senior managers in their attempts to identify the most appropriate personalities of their middle managers. This study found that the expert group was higher in conscientiousness, openness and overall personality traits compared with the typical and novice groups. The paper also highlights the value of sharing managerial tacit knowledge effectively