The losing face worry and its moderating role in the process of building trust on the knowledge-sharing behavior of lecturers
Published: July 22, 2026
Abstract
In the context of knowledge sharing shifting more strongly to the Internet, face concern in Vietnamese culture is still highly valued and tends to increase. Psychologically, individuals will try to maintain and enhance their reputation to express themselves. However, if the trust is dominated by anxiety about failure or bad expectations when sharing wrong knowledge, it will affect the knowledge-sharing behavior of lecturers. This study clarifies and measures the influence of the variable of "losing face worry" and its moderating role in the process of building trust on the knowledge-sharing behavior of lecturers. This study is expected to provide a theoretical basis and an understanding of the factors affecting the sharing behavior of lecturers in the scientific community to increase the trust of lecturers with colleagues and scholars in the digital age.
Keywords
trustknowledge sharingfear of losing facelecturer
References
1.
Bartol, K. M., Liu, W., Zeng, X., and Wu, K. (2009). Social exchange and knowledge sharing among knowledge workers: The moderating role of perceived job security. Management and Organization Review, 5, 223-240. doi:10.1111/j.1740-8784.2009.00146.x
Berdahl, J. L., and Martorana, P. (2006). Effects of power on emotion and expression during a controversial group discussion. European Journal of Social Psychology, 36, 497-509. doi:10.1002/ejsp.354
Chu, R. L. (2006a). Pressure of face and its reversal behavior. In X. Zhai (Ed.), Chinese Social Psychological Review (pp. 161-185). Beijing: Social Science Academic. Chu, R. L. (2006b). Social interactions among the Chinese: On the issue of face. In X. Zhai (Ed.), Chinese Social Psychological Review.
4.
Connelly, C. E., Ford, D. P., Turel, O., Gallupe, B., and Zweig, D. (2014). I'm busy (and competitive)! Antecedents of knowledge sharing under pressure. Knowledge Management Research & Practice, 12, 74-85. doi:10.1057/kmrp.2012.61
Connelly, C. E., Černe, M., Dysvik, A., and Škerlavaj, M. (2019). Understanding knowledge hiding in organizations. Journal of Organizational Behavior, 40, 779-782. doi:10.1002/job.2407
Ho, D. (1991). The concept of face in Chinese-American interaction. In W.-C. Hu & C. L. Grove (Eds.), Encountering the Chinese: A Guide for Americans (pp. 111-124). Yarmouth: Intercultural Press.
7.
Hofmann, D. A., and Gavin, M. B. (1998). Centering decisions in hierarchical linear models: Implications for research in organizations. Journal of Management, 24, 623-641. doi:10.1177/014920639802400504
Li, S., & Scullion, H. (2006). Bridging the distance: Managing cross-border knowledge holders. Asia.
9.
Usoro (2007). Trust as an antecedent to knowledge sharing in virtual communities of practice. Knowledge Management Research & Practice, 5, 199-212.
10.
Wang, W.-T., Wang, Y.-S., and Chang, W.-T. (2019). Investigating the effects of psychological empowerment and interpersonal conflicts on employees' knowledge sharing intentions. Journal of Knowledge Management, 23, 1039-1076. doi:10.1108/JKM-07-2018-0423
Wang, Y., Han, M. S., Xiang, D., and Hampson, D. P. (2018). The double-edged effects of perceived knowledge hiding: Empirical evidence from the sales context. Journal of Knowledge Management, 23, 279-296. doi:10.1108/JKM-04-2018-0245
Wasko, M. M., & Faraj, S. (2005). Why should I share? Examining social capital and knowledge contribution in electronic networks of practice. Management Information Systems Quarterly, 29(1), 35-57.
13.
Wu, W., Lin, C., Hsu, B., & Yeh, R. (2009). Interpersonal trust and knowledge sharing: Moderating effects of individual altruism and a social interaction environment. Social Behavior and Personality: An International Journal, 37(1), 83-94.
14.
Zand, D. E. (1972). Trust and Managerial Problem Solving. Administrative Science Quarterly, 17, 229-239. https://doi.org/10.2307/2393957
Zhang, M. (2021). Assessing Two Dimensions of Interpersonal Trust: Other-Focused Trust and Propensity to Trust. Frontiers in Psychology, 12, 654735. doi:10.3389/fpsyg.2021.654735
