Project – The Influence of Supervisor Support on Employees’ Willingness to Share Knowledge: A Study of Selected Commercial Organisations in Ikeja, Lagos State

CHAPTER ONE

INTRODUCTION

1.1 Background to the Study

Knowledge has become an important organisational resource because organisations depend on the ability of employees to acquire, retain, exchange and apply information in order to perform tasks and respond to changing business conditions. Knowledge sharing involves the exchange of information, skills, experience, ideas and expertise among employees for the benefit of individuals and the organisation. Unlike physical resources, knowledge may remain embedded in employees’ experience and may not automatically become available to other members of an organisation. Consequently, organisations need to create conditions that encourage employees to voluntarily share what they know. Knowledge sharing has been recognised as an important mechanism for organisational learning, innovation and sustainable competitive advantage, although employees may sometimes be reluctant to share knowledge because they perceive it as a personal resource or source of advantage (Kim, Kim, & Yun, 2015).

Employees’ willingness to share knowledge is particularly important because organisational knowledge is often distributed across individuals, departments and levels of management. An employee may possess information about customers, operational procedures, technical processes, suppliers, problem-solving techniques or previous experiences that can be useful to other employees. When such knowledge is shared, organisations may reduce duplication of effort, improve problem solving and facilitate learning. However, knowledge sharing is not always automatic because employees may be concerned about losing their individual advantage, receiving insufficient recognition or exposing themselves to criticism. Knowledge-sharing research has therefore increasingly examined the social and relational conditions that encourage or discourage employees from contributing knowledge. Bartol et al. (2009), for example, found a positive relationship between perceived organisational support and knowledge sharing among knowledge workers, while also showing that perceived job security influenced this relationship.

One important organisational factor that can shape employees’ willingness to share knowledge is supervisor support. Supervisor support refers to the extent to which employees perceive their immediate supervisors as concerned about their contributions, wellbeing, development and work-related needs. Supervisors occupy an important position between organisational management and employees and can influence how employees interpret organisational expectations and interpersonal relationships. Supportive supervisors may provide encouragement, recognise employees’ contributions, listen to their ideas, provide assistance when difficulties arise and create an environment where employees feel comfortable communicating with others. Such behaviours can encourage employees to reciprocate through positive workplace behaviours, including knowledge sharing. Kim, Kim, and Yun (2015), using a social exchange perspective, found that supervisory behaviour can influence employees’ knowledge-sharing behaviour and that supportive conditions can reduce the negative consequences associated with poor supervisory relationships.

The relationship between supervisor support and knowledge sharing can also be understood through the principle of reciprocity. Social exchange theory suggests that relationships between employees and organisational representatives develop through exchanges of resources and favourable treatment. When employees perceive that supervisors support them, respect their contributions and provide useful resources, they may develop an obligation or willingness to reciprocate through positive behaviours. In relation to knowledge management, this may include voluntarily contributing information and experience to colleagues. Chae, Park, and Choi (2019) found that supervisor support and coworker support can influence the conditions under which employees resolve knowledge-sharing dilemmas, demonstrating that the social environment surrounding employees matters when they decide whether to share what they know. Their findings reinforce the importance of examining knowledge sharing not only as an individual choice but also as a behaviour shaped by workplace relationships.

Supervisor support may also influence knowledge sharing by strengthening employees’ psychological and relational connection with their organisation. Employees who believe that their supervisors value their contributions may feel greater trust and psychological safety when communicating ideas, admitting gaps in knowledge or discussing alternative ways of performing tasks. In contrast, employees who perceive their supervisors as unsupportive may be more cautious about revealing information or may choose to retain knowledge that they believe gives them personal value. Research by Khwaja et al. (2023) found that supervisor support significantly contributed to knowledge-sharing behaviour through mechanisms including psychological wellbeing, psychological ownership and altruism. The study, conducted among employees in the telecommunications sector, therefore provides evidence that supervisor support can influence knowledge sharing through several employee-level processes rather than through direct instruction alone.

The issue has become increasingly relevant in contemporary commercial organisations because businesses operate in environments characterised by competition, technological change, customer expectations and the need for continuous organisational learning. Employees are often required to collaborate across departments and share knowledge rapidly in order to solve problems and respond to market demands. Supervisors can play an important role in creating the conditions for such collaboration by encouraging employees to exchange ideas, recognising knowledge contributions and reducing fear associated with making mistakes or expressing opinions. Research published in Corporate Communications: An International Journal found that supervisor support and internal communication were related to employee engagement and performance within a social exchange framework, highlighting the broader importance of supervisory relationships in shaping employee behaviour (2023). Similarly, more recent research has continued to examine supervisor support as a factor that can shape employees’ decisions to share or withhold knowledge under conditions of workplace pressure (Xu et al., 2025).

The Nigerian commercial-organisational environment provides an important context for examining supervisor support and employees’ willingness to share knowledge because many organisations depend heavily on employee experience and interpersonal coordination. Commercial organisations in Lagos operate across sectors such as banking, telecommunications, insurance, professional services, retail, manufacturing and other service activities. In such environments, employees may acquire valuable tacit knowledge through direct interactions with customers, colleagues and organisational processes. Whether this knowledge is shared may depend partly on the relationships employees develop with their supervisors. Although international studies have provided evidence concerning supervisor support and knowledge sharing, there remains a need for context-specific evidence concerning commercial organisations in Ikeja, Lagos State. Existing research has demonstrated that organisational support, supervisor support and social exchange processes are relevant to knowledge-sharing behaviour, but the extent to which supervisor support influences employees’ willingness to share knowledge within selected commercial organisations in Ikeja requires further empirical investigation (Kim et al., 2015; Khwaja et al., 2023).

1.2 Statement of the Problem

Knowledge sharing is expected to facilitate organisational learning, innovation, problem solving and the effective utilisation of employee expertise. However, employees do not always willingly share the knowledge they possess. Knowledge may be treated as a personal resource, particularly when employees believe that possessing unique information gives them an advantage over colleagues or increases their value to the organisation. Kim, Kim, and Yun (2015) demonstrated that supervisory relationships can influence employees’ knowledge-sharing behaviour and that negative supervisory experiences may discourage employees from sharing knowledge. The problem therefore extends beyond whether employees possess useful knowledge to whether the organisational environment encourages them to make that knowledge available to others.

A second problem concerns the quality of the relationship between employees and their immediate supervisors. Supervisors have direct influence over employees’ daily work experiences through feedback, recognition, assistance, communication and performance management. Where employees perceive their supervisors as supportive, they may feel more valued and may be more willing to reciprocate through positive workplace behaviours. Conversely, employees who perceive little support may become less willing to invest additional effort in behaviours that are not explicitly required by their job descriptions. Khwaja et al. (2023) found that supervisor support significantly contributed to knowledge-sharing behaviour through psychological wellbeing, psychological ownership and altruism, demonstrating that supportive supervisory relationships can be relevant to employees’ willingness to contribute knowledge.

Another problem concerns the possibility of knowledge withholding within commercial organisations. Employees may deliberately or unintentionally retain information because of competition for recognition, fear of losing their position, lack of trust, poor relationships with supervisors or uncertainty about how their contributions will be received. Such behaviour can limit organisational learning and prevent useful experience from being transferred to colleagues. Research by Chae, Park, and Choi (2019) demonstrated that supervisor and coworker support can alter the conditions surrounding employees’ knowledge-sharing dilemmas. Similarly, Bartol et al. (2009) found that perceived organisational support was positively associated with knowledge sharing, although the strength of this relationship was influenced by employees’ perceptions of job security. These findings indicate that employees’ willingness to share knowledge can be sensitive to the social and organisational environment in which they work.

The central problem addressed by this study is the limited empirical evidence concerning the influence of supervisor support on employees’ willingness to share knowledge within selected commercial organisations in Ikeja, Lagos State. Existing studies have established relationships between supervisory or organisational support and knowledge sharing in different countries and organisational settings, including information technology, telecommunications and other service environments. However, findings from these contexts cannot automatically be generalised to commercial organisations operating within Ikeja because organisational culture, management practices, employee expectations and workplace relationships may differ across contexts. Recent research continues to demonstrate the importance of supervisor support in determining knowledge-sharing and knowledge-withholding behaviours, but further context-specific evidence is needed (Xu et al., 2025). Therefore, this study seeks to examine the influence of supervisor support on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State.

1.3 Aim of the Study

The main aim of this study is to examine the influence of supervisor support on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State.

The specific objectives are to:

1. examine the influence of supervisor encouragement on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State;
2. determine the influence of supervisor recognition and appreciation on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State;
3. assess the influence of supervisor assistance and guidance on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State; and
4. investigate the influence of supervisor communication and feedback on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State.

1.4 Research Questions

The following research questions will guide the study:

1. What is the influence of supervisor encouragement on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State?
2. What is the influence of supervisor recognition and appreciation on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State?
3. What is the influence of supervisor assistance and guidance on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State?
4. What is the influence of supervisor communication and feedback on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State?

1.5 Research Hypothesis

The following null hypothesis will be tested at the 0.05 level of significance:

H₀: Supervisor support has no significant influence on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State.

1.6 Significance of the Study

The study will be beneficial to managers of commercial organisations because it will provide evidence concerning the role of supervisor support in encouraging employees to share knowledge. The findings may assist managers in developing supervisory practices that promote trust, communication, employee participation and knowledge exchange.

The study will also be useful to supervisors because it will highlight how their daily interactions with employees may influence employees’ willingness to contribute information and experience. The findings may encourage supervisors to provide constructive feedback, recognise employee contributions, offer assistance and create opportunities for employees to exchange knowledge.

Employees of commercial organisations may also benefit from the study because it may increase awareness of the importance of supportive workplace relationships in knowledge sharing. The findings may encourage employees to participate more actively in knowledge-sharing activities and contribute their experience to organisational learning.

The study will be useful to human resource managers and organisational development professionals. It may provide information for designing leadership-development programmes, supervisory training, employee engagement initiatives and knowledge-management policies that encourage knowledge sharing.

The study will also benefit commercial organisations by providing evidence that can inform knowledge-management practices. Organisations that understand the factors affecting employees’ willingness to share knowledge may be better positioned to develop systems that facilitate the transfer and retention of organisational knowledge.

Academically, the study will contribute to literature on supervisor support, knowledge-sharing behaviour and organisational relationships. It will provide context-specific evidence from selected commercial organisations in Ikeja, Lagos State, thereby complementing previous studies conducted in other geographical and organisational contexts.

Finally, the study will be useful to future researchers interested in knowledge management, organisational behaviour, leadership, employee relations, supervisor support and knowledge-sharing behaviour. It may provide a basis for further research involving other organisational sectors and locations.

1.7 Scope of the Study

This study focuses on the influence of supervisor support on employees’ willingness to share knowledge in selected commercial organisations in Ikeja, Lagos State.

The geographical scope is limited to selected commercial organisations operating in Ikeja, Lagos State. The study will focus on employees who have direct working relationships with supervisors.

The content scope covers supervisor support as the independent variable and employees’ willingness to share knowledge as the dependent variable. Supervisor support will be examined through supervisor encouragement, recognition and appreciation, assistance and guidance, and communication and feedback.

Employees’ willingness to share knowledge will focus on employees’ readiness to exchange work-related information, experiences, skills, ideas, solutions and useful knowledge with colleagues and other relevant members of the organisation.

The study does not cover all organisations in Lagos State and does not seek to examine other forms of leadership or organisational support as primary independent variables.

1.8 Operational Definition of Terms

Supervisor Support: The extent to which employees perceive their immediate supervisors as providing assistance, encouragement, recognition, guidance, feedback and concern for their work-related needs and development.

Supervisor Encouragement: The extent to which supervisors motivate and encourage employees to contribute ideas, exchange information and participate in organisational activities.

Supervisor Recognition: The acknowledgement and appreciation provided by supervisors for employees’ contributions, achievements, ideas and knowledge.

Supervisor Assistance: The practical and professional help provided by supervisors when employees encounter work-related difficulties or require guidance.

Supervisor Communication: The process through which supervisors provide information, instructions, feedback and opportunities for employees to express ideas or concerns.

Employee: An individual employed by an organisation to perform assigned duties in return for remuneration.

Knowledge: Information, skills, experience, expertise, ideas and understanding possessed by an individual and potentially useful to organisational activities.

Knowledge Sharing: The process through which employees exchange information, skills, experiences, ideas and expertise with other employees or organisational members.

Willingness to Share Knowledge: An employee’s readiness, intention or inclination to voluntarily provide useful knowledge and information to colleagues and other members of the organisation.

Knowledge Withholding: The deliberate or passive failure of an employee to provide knowledge or information requested or needed by another organisational member.

Commercial Organisation: A business organisation established primarily to provide goods or services and generate revenue or profit.

Ikeja: The capital and major commercial district of Lagos State, Nigeria, within which the selected organisations for the study are located.

1.9 Organisation of the Study

The study is organised into five chapters.

Chapter One presents the introduction to the study. It covers the background to the study, statement of the problem, aim and objectives, research questions, research hypothesis, significance of the study, scope of the study, operational definition of terms and organisation of the study.

Chapter Two presents the review of related literature. It will examine the concepts of supervisor support, employee support, supervisor encouragement, recognition, assistance, communication, knowledge sharing and employees’ willingness to share knowledge. Relevant theories and empirical studies will also be reviewed, and the conceptual framework for the study will be presented.

Chapter Three discusses the research methodology. It will cover the research design, area of the study, population of the study, sample size and sampling technique, research instrument, validity and reliability of the instrument, method of data collection and method of data analysis.

Chapter Four presents the analysis and interpretation of data collected from respondents. It will include the demographic characteristics of respondents, answers to the research questions and the test of the research hypothesis at the 0.05 level of significance.

Chapter Five presents the summary of findings, conclusion and recommendations. It will also discuss the implications of the findings, contribution of the study to knowledge, limitations of the study and suggestions for further research.

Project – The Influence of Supervisor Support on Employees’ Willingness to Share Knowledge: A Study of Selected Commercial Organisations in Ikeja, Lagos State