A cognitive model of intra-organizational knowledge-sharing motivations in the view of cross-culture

2010 ◽  
Vol 30 (3) ◽  
pp. 220-230 ◽  
Author(s):  
Wei Jiacheng ◽  
Liu Lu ◽  
Calabrese A. Francesco
Keyword(s):  
Knowledge Sharing ◽  
Cognitive Model ◽  
Organizational Knowledge ◽  
Cross Culture

Rethinking Knowledge Sharing Barriers

2016 ◽  
pp. 1857-1880
Author(s):  
Simon Cleveland ◽  
Timothy J. Ellis
Keyword(s):  
Knowledge Sharing ◽  
Social Exchange ◽  
Information Science ◽  
Work Force ◽  
Organizational Knowledge ◽  
Future Research ◽  
Time Availability ◽  
Main Factors ◽  
Potential Factors ◽  
Knowledge Seeking

The current work force will not only lose 3.6 million “baby boomers” by 2020, but also a substantial organizational knowledge. Presently, there is a gap in understanding how to promote effective organizational knowledge sharing due to the limited awareness of factors that inhibit knowledge sharing behaviors. The focus of this article is to explore the most commonly noted barriers to employees' knowledge seeking and knowledge contributing practices and extract potential factors that influence these barriers. A content analysis study is performed on 103 knowledge management articles from ten computer and information science databases. The results demonstrate a clear division between the barriers limiting each specific behavior: knowledge seeking behaviors depend largely on the time availability of knowledge seekers, while poor communication skills and lack of trust appear to be the major inhibitors to knowledge contribution. Three main factors were found to influence these barriers: role conflict, role ambiguity and locus of control. The findings are consistent with the information foraging and social exchange theories. Implications for future research are proposed.

Inter-Organizational Knowledge Sharing System in the Health Sector

2020 ◽  
pp. 658-675
Author(s):  
Kamla Ali Al-Busaidi
Keyword(s):  
Decision Making ◽  
Knowledge Sharing ◽  
Healthcare Providers ◽  
Health Sector ◽  
Organizational Knowledge ◽  
Economic Benefits ◽  
Organizational Systems ◽  
Critical Factors ◽  
Organizational Adoption ◽  
Key Stakeholders

This study aimed to investigate the physicians' attitude toward inter-organizational knowledge sharing system (IOKSS) deployment in the health sector in Oman. IOKSS in the health sector can be very crucial and results in several operational, strategic, social and economic benefits for healthcare providers and physicians. Previous research on inter-organizational systems (IOS) has focused on organizational adoption, particularly on vertically-linked organizations. Identifying major issues that are critical to physicians, the end users and key stakeholders, is crucial for IOKSS deployment. Based on data collected from physicians in Oman, results indicated that peers, the sector and knowledge workers, are critical factors to physicians' attitudes toward IOKSS. The study also indicated that physicians' attitudes were positively associated with their intention to share implicit, explicit, exploratory and exploitive knowledge. These results are valuable for organizational designing, planning and decision-making regarding their adoption of IOKSS in the health sector.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

scholarly journals Clique and elite: inter-organizational knowledge sharing across five star hotels in the Saudi Arabian religious tourism and hospitality industry

2018 ◽  
Vol 22 (6) ◽  
pp. 1358-1378 ◽  
Author(s):  
Inaam Altayeb Idrees ◽  
Ana Cristina Vasconcelos ◽  
David Ellis
Keyword(s):  
Knowledge Sharing ◽  
Hospitality Industry ◽  
Qualitative Interviews ◽  
Saudi Arabian ◽  
Organizational Knowledge ◽  
Theory Approach ◽  
Content Type ◽  
Religious Tourism ◽  
Tourism And Hospitality Industry ◽  
Tourism And Hospitality

PurposeThe purpose of this study is to offer a theoretical and practical explanation for the nature and reasons for inter-organizational knowledge sharing across an informal clique of competing five-star hotels in the Saudi Arabian religious tourism and hospitality industry.Design/methodology/approachThe methodology is an adapted form of the grounded theory approach deploying a four-stage research design using qualitative interviews with key players in the industry to inform the analysis of the knowledge sharing approaches.FindingsThe findings illustrate the features of the knowledge sharing approaches across the five-star hotels studied. In particular, the findings highlight the existence of a cooperative-competitive tension in the relationships and knowledge sharing between the hotels. This illustrates the existence of a tacit strategy that cooperation can lead to long-term benefits for the competitor hotels.Originality/valueThe study is unique in its focus on the cooperative-competitive tension of five-star hotels in the Saudi Arabian religious tourism and hospitality industry and on this influence on the inter-organizational knowledge sharing across hotels within an oligopolistic market structure. The study also has value in using elements of oligopoly theory and of game theory, particularly, the prisoner’s dilemma, in explaining how inter-organizational knowledge sharing occurs within this market context.

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