Genetic Algorithm for the Relationship Between Enterprise Knowledge Sharing and Corporate Culture

Tacit knowledge sharing is an essential intellectual capital for frontline employees in hotel enterprises. While the relationship of knowledge sharing with team culture (TC) and innovative work behavior (IWB) was investigated in the extant literature, little is known about the extent to which tacit knowledge sharing affects TC and IWB. In this regard, the purpose of this study is to investigate the role of tacit knowledge sharing in the relationship between TC and IWB. For this purpose, data were gathered from 360 department managers of Turkish 4–5 star hotels. The results were analyzed utilizing Smart PLS 3 using bootstrapping to determine the level of significance of the relationships between tacit knowledge sharing, TC and IWB. The results show statistically significant relationships between tacit knowledge sharing, TC and IWB. Moreover, tacit knowledge sharing has a mediating role in the relationship between team culture and innovative work behavior.

Download Full-text

A learning organization perspective on knowledge-sharing behavior and firm innovation

Human Systems Management ◽

10.3233/hsm-2006-25401 ◽

2006 ◽

Vol 25 (4) ◽

pp. 227-236

Author(s):

Li-Fen Liao

Keyword(s):

Knowledge Sharing ◽

Learning Organization ◽

Significant Relationship ◽

Shared Vision ◽

Firm Innovation ◽

Positive Effects ◽

Knowledge Sharing Behavior ◽

Relationship Of ◽

The Relationship ◽

Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

Download Full-text

The Relationship between Well-Being and Knowledge Sharing

Sustainability ◽

10.3390/su13094978 ◽

2021 ◽

Vol 13 (9) ◽

pp. 4978

Author(s):

Kei Aoki

Keyword(s):

Knowledge Sharing ◽

Paradigm Shift ◽

Online Survey ◽

Positive Impact ◽

Well Being ◽

Control Group ◽

User Innovation ◽

Work Style ◽

Financial Benefits ◽

The Relationship

This research studies the relationship between well-being and knowledge sharing. While user innovation has garnered greater attention in recent years, the market has failed to properly incentivize the diffusion of user innovations. This study proposes that this shortcoming could be resolved through a consumer-to-consumer (C-to-C) marketplace and sheds light on non-financial benefits for the contributors, specifically, how knowledge sharing impacts contributor well-being. This research consists of two online survey studies. In both studies, the level of well-being was compared between knowledge sharing contributors and a control group using a scale developed in positive psychology. This study empirically shows that participation in knowledge sharing has a significant positive impact on contributor well-being. In a C-to-C marketplace, contributors diffuse and monetize their creations themselves, resulting in increased well-being. Contributing to knowledge sharing may be a sufficient incentive for user innovators to diffuse their innovations. The findings of this study will gain significance as the utilization of personal knowledge increases due to the expansion of the C-to-C business and the paradigm shift in work style.

Download Full-text

Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

Sustainability ◽

10.3390/su13084176 ◽

2021 ◽

Vol 13 (8) ◽

pp. 4176

Author(s):

Seckyoung Loretta Kim

Keyword(s):

Organizational Commitment ◽

Knowledge Sharing ◽

Goal Orientation ◽

Social Exchange ◽

Positive Relationship ◽

Affective Organizational Commitment ◽

Learning Goal ◽

Learning Goal Orientation ◽

High Level ◽

The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

Download Full-text

Generation “X” and “Y” knowledge sharing behaviour

Journal of Applied Research in Higher Education ◽

10.1108/jarhe-05-2016-0039 ◽

2017 ◽

Vol 9 (2) ◽

pp. 325-342 ◽

Cited By ~ 5

Author(s):

Muhammad Sabbir Rahman ◽

Nuraihan Mat Daud ◽

Hasliza Hassan

Keyword(s):

Knowledge Sharing ◽

Generational Differences ◽

Structural Equation ◽

Academic Staff ◽

Peninsular Malaysia ◽

Higher Learning ◽

Cross Sectional ◽

Content Type ◽

Learning Institutions ◽

The Relationship

Purpose The purpose of this paper is to investigate the relationship between employee motivation and intention for knowledge sharing behaviour. Inter-generational differences (generations X and Y only) were assumed to moderate in the relationship between intention and knowledge sharing behaviour of non-academic staff of higher learning institutions. This research also aims to test the role of behavioural intention as mediation between motivation and knowledge sharing behaviour. Design/methodology/approach This research tested a conceptual framework derived from widely accepted theories. This study was carried out on non-academic staff working at the different higher learning institutions in Malaysia. Respondents from private and public higher learning institutions in Peninsular Malaysia were asked to complete a self-administered questionnaire. This research also applied confirmatory factor analysis and structural equation modelling to examine the proposed hypothesis of this inquiry. Findings Results indicate that non-academic staff knowledge sharing behaviour was significantly mediated by intention between motivation and knowledge sharing behaviour relationship. More specifically, inter-generational differences (generations X and Y) play a significant moderation role between intention and knowledge sharing behaviour. Research limitations/implications The generalizability of this cross-sectional study can be strengthened by adopting a longitudinal approach in the next phase of the study. Practical implications The results of this research highlighted that the higher learning institutions need to institutionalize knowledge sharing behaviour among their non-academic staff (executive and non-executive) by facilitating knowledge sharing-oriented work environment. Originality/value This paper has attempted to furnish a comprehensive understanding of knowledge sharing behaviour among the non-academic staff of higher learning institutions.

Download Full-text

Exploring the Relationship Between Organizational Politic and Knowledge Sharing in Brazilian Modular Consortium

International Journal of Knowledge Management ◽

10.4018/ijkm.2021100104 ◽

2021 ◽

Vol 17 (4) ◽

pp. 76-92

Author(s):

Indira Arias Rodriguez ◽

Jorge Muniz Jr. ◽

Timothy P. Munyon

Keyword(s):

Knowledge Sharing ◽

Interpersonal Communication ◽

Cultural Influences ◽

Organizational Politics ◽

Shop Floor ◽

Future Research ◽

Assembly Lines ◽

Perceptions Of Organizational Politics ◽

Negative Impacts ◽

The Relationship

This research aimed to explore the relationship between employees' perceptions of organizational politics (POPS) and their predisposition to involve in knowledge sharing (KS) behaviors at individuals and workgroups level in the Brazilian automotive Modular Consortium. The sample included 144 shop floor employees of Modular Consortium (six connected companies in assembly lines). The POPS-KS relationship was analyzed using different referents, seeking to understand how individuals and groups respond to the presence of organizational politics, and POPS and KS were tested in a Brazilian context, shedding new light on potential cultural influences impacting this relationship. The results evidenced that positive interpersonal communication can contribute to KS, and in turn, KS can counteract the negative impacts of POPS. There was a positive relationship between POPS-KS, indicating that POPS may have functional effects in facilitating KS of individuals and workgroups. Key findings and implications for future research were discussed.

Download Full-text

Understanding the relationship between organizational culture and inbound open innovation

European Journal of Innovation Management ◽

10.1108/ejim-03-2021-0139 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Franz Barjak ◽

Fabian Heimsch

Keyword(s):

Corporate Culture ◽

Open Innovation ◽

Innovation Process ◽

External Pressure ◽

External Control ◽

Specific Situation ◽

Content Type ◽

Process Innovations ◽

Innovation Activities ◽

The Relationship

PurposeThe relationship between corporate culture and inbound open innovation (OI) has been limited to two sub-constructs: a culture for openness and an innovation culture, but until now a richer conceptualization of corporate culture is missing.Design/methodology/approachThe authors apply Quinn and Rohrbaugh's (1983) competing values framework and regress these together with company internal and external control variables on five measures of inbound OI, reflecting product innovation, process innovation and the sourcing of innovation activities. The authors use data from a survey of more than 250 Swiss companies, primarily SMEs.FindingsThe importance of the firms' market environments suggests that the results are affected by the specific situation in which the firms found themselves at the time of the survey: after a strong currency shock, inbound OI activities seem to be a reaction to external pressure that favored planning and rule-oriented (formal) cultures to implement cost-cutting process innovations.Practical implicationsCompanies should develop a vision and a strategy, ensure open and transparent communication, have suitable reward and support mechanisms in place, adjust structures and processes, and institutionalize and formalize any change whenever they are confronted with a situation that requires a quick reaction and an adjustment to their degree of openness.Originality/valueThe paper clarifies the relationship between cultural traits and inbound OI, using a well-established understanding of corporate culture and differentiating between innovation types. It points to the importance of the external environment in order to understand the role of culture.

Download Full-text