Today, most of the executives perceive competence diversity, mutual trust, and team spirit as crucial factors in cultivating knowledge-sharing behaviors. Successful management of tacit organizational knowledge sharing requires a deep understanding of the specific cultural values that underpin both behavior and organizational culture. In some cultures it is taken very seriously. For example, Singaporean-Chinese values are rooted in the Confucian ethos, notions of kiasu (the fear of losing out to others), guanxi (social relationships), and xinyong (the use or the usefulness of trust) (Koki, 2006). It is very important for the organizations to establish a civil and social work environment where employees can share their knowledge willingly and easily. Rude behaviors of managers are a source of a highly toxic and dysfunctional organizational behavior; borderline personality disorder in a manager may serve as a systemic toxin for an organization (Goldman, 2006). There are possible solutions
Research Papers, Research Paper Guidelines, Research Proposal, APA style of Research, Research Articles, Chicago Manual of Style, Harvard Style of Referencing, Scholarships, ISI Journals, Impact Factor Journals, Open Access Journals, Econometrics, SPSS