The literature review presents a lot of theoretical and empirical evidence that trust affects collaborative culture. The opposite also proves to be true: collaborative culture influences trust. The main hypothesis presented in this paper says that both these factors are strongly correlated and modify each other. This study examines the mutual relationship of the said variables in the context of tacit knowledge sharing based on research conducted among 514 Polish professionals performing different functions, and having various experience in managing projects, in the construction industry. The results obtained in the course of the study indicate that there is not only a strong correlation between trust and collaborative culture but both of them have a strong influence on tacit knowledge sharing. The main managerial implication of the study is the importance of stimulating the growth of both collaborative culture and trust. Receiving a strong synergy effect will make it possible to leverage tacit knowledge sharing as an agent contributing to a company’s performance.
Keywords: trust, tacit knowledge sharing, collaborative culture, project management.