We examine whether knowledge sharing can enhance the efficacy of implicit, trust-based incentives. Using a stark laboratory experiment, we find support for theory suggesting that individuals believe that their knowledge is an important part of their identity, making it costly to share, but facilitating greater trust that recipients of this knowledge will reciprocate with future rewards. Utilizing participants with substantial work experience, results from additional scenario-based experiments demonstrate practical implications of this theory. Collectively, the results from our experiments show that individuals help others less when the help conveys personal knowledge relative to when it does not absent the prospect of rewards, but more when they can expect future rewards (i.e., with implicit incentives). Importantly, knowledge sharing increases the efficacy of implicit incentives more when they are determined by the help recipient relative to someone else (e.g., a supervisor). Collectively, we contribute to a better understanding of incentive systems designed to promote knowledge sharing in practice.

This paper reports the results of multiple studies that together provide converging evidence in support of the theory that gender stereotypes bias employee selection during group recruiting events. Specifically, we predict and find that female (male) job candidates who exhibit stereotypically male behaviors receive lower (higher) evaluations during group recruiting events, particularly among male recruiters. Prior research suggests gender stereotypes do not bias employee selection during one‐on‐one interviews. However, our results suggest that evaluating job candidates in the more social context of group events can have important unintended consequences on employee selection, a key component of the accounting control environment. Given the importance of group recruiting events to inform hiring decisions across organizations such as investment banks and public accounting firms, our results contribute to a better understanding of survey and field evidence suggesting that entry‐level male and female employees have different personalities at these organizations, which appear to influence their career trajectories.