A cultural contingency model of knowledge sharing and job performance

2021 ◽  
Author(s):  
Viswanath Venkatesh ◽  
Fred D. Davis ◽  
Yaping Zhu
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Contingency Model ◽  
Cultural Contingency

Knowledge management, workplace climate, creativity and performance

2018 ◽  
Vol 30 (8) ◽  
pp. 592-612 ◽  
Author(s):  
Amro Alzghoul ◽  
Hamzah Elrehail ◽  
Okechukwu Lawrence Emeagwali ◽  
Mohammad K. AlShboul
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Authentic Leadership ◽  
Equation Modeling ◽  
Workplace Climate ◽  
Content Type ◽  
And Performance ◽  
The Impact ◽  
The Relationship

Purpose This study aims at providing empirical evidence pertaining to the interaction among authentic leadership, workplace harmony, worker's creativity and performance in the context of telecommunication sector. These research streams remain important issues and of interest as the world continues to migrate toward a knowledge-based economy. Design/methodology/approach Applying structural equation modeling, this study diagnosed the impact of Authentic leadership (AL) on employees (n = 345) in two Jordanian telecommunication firms, specifically, how it shapes workplace climate, creativity and job performance. The study also tests the moderating role of knowledge sharing in the model, as well as the mediating role of workplace climate on the relationship between AL and positive organizational outcomes. Findings The empirical result suggests that AL positively influences workplace climate, creativity and job performance; workplace climate positively influences creativity and job performance; workplace climate mediates the relationship between AL and creativity, and job performance; and knowledge sharing behavior moderates the relationship between AL and workplace climate. Originality/value This study highlights the magnificent power of AL and knowledge sharing, not only in shaping the workplace atmosphere but also in delineating how these variables stimulate creativity and performance among employees. The implications for research and practice are discussed.

scholarly journals KNOWLEDGE SHARING AND JOB PERFORMANCE FROM PSYCHO-SOCIAL PERSPECTIVES: A CONCEPTUAL STUDY ON AL AIN MUNICIPALITY IN UAE

2019 ◽  
Vol 7 (4) ◽  
pp. 245-255
Author(s):  
Ahmed Abdulla Al Jaberi ◽  
Syed Najmuddin Bin Syed Hassan ◽  
Abd Rahman Bin Ahmad
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
United Arab Emirates ◽  
Decision Makers ◽  
Policy Makers ◽  
Knowledge Loss ◽  
Social Perspectives ◽  
Critical Knowledge ◽  
Al Ain ◽  
Conceptual Study

Purpose of the study: The purpose of this paper is to assess the knowledge sharing and job performance from psycho-social perspectives on Al Ain Municipality in UAE. Methodology: Since this is a conceptual study, so this paper only focuses on the literature survey and logical explanation based on the facts discussed. Results: The results of this study show that loss of knowledge can result in duplication of work, unreasonable searches for expertise and knowledge, and employees not learning from the experienced. Not all knowledge in the organisations is of critical value, and therefore need not be captured and retained, but the critical knowledge that is at risk of loss should be captured. Implications: The awareness of knowledge loss through staff attrition may motivate companies to institutionalise specific processes to capture the tacit knowledge of their employees as much as possible.  It is advisable for firms to have strategies in place on how to capture and retain their workforce’s knowledge. Novelty: This research contributes significantly on the knowledge management from psycho-social perspectives and from the vantage point of United Arab Emirates. Upon the analysis of the data collected, the research may provide recommendations for the policy makers, academicians, practitioners as well as decision-makers and other stakeholders.

The effect of leader competencies on knowledge sharing and job performance: Social capital theory

2020 ◽  
Vol 42 ◽  
pp. 88-96 ◽  
Author(s):  
Eric Swanson ◽  
Sally Kim ◽  
Sae-Mi Lee ◽  
Jae-Jang Yang ◽  
Yong-Ki Lee
Keyword(s):  
Social Capital ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Social Capital Theory ◽  
Capital Theory

The influence of team social media usage on individual knowledge sharing and job performance from a cross-level perspective

2019 ◽  
Vol 40 (5) ◽  
pp. 553-573
Author(s):  
Xiling Cui ◽  
Baofeng Huo ◽  
Yang Lei ◽  
Qiang Zhou
Keyword(s):  
Social Media ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Team Performance ◽  
Operations Management ◽  
Hierarchical Linear Model ◽  
Mediating Effects ◽  
Content Type ◽  
Media Usage ◽  
Individual Knowledge

Purpose The purpose of this paper is to examine how team social media usage (SMU) affects two types of knowledge sharing (KS), namely, in-role and extra-role KS, and then individual job performance. The study also examines the mediating effects of two types of KS and the main and moderating effects of team performance norms on individual job performance. Design/methodology/approach This study applies the theory of communication visibility to develop a cross-level model and then validate it through a three-wave survey from 600 individuals in 120 teams. Hierarchical linear model is used to test the hypotheses. Findings The results suggest that team SMU improves team members’ in-role and extra-role KS, and thus enhances their individual job performance. The in-role and extra-role KS have partial mediating effects between team SMU and job performance. The results also show that team performance norms have a positive main effect on individual job performance, but negatively moderate the relationship between individual extra-role KS and job performance. Research limitations/implications This study contributes to the operations management literature by examining the effects of team SMU from a multilevel perspective. Practical implications The findings provide managers with ways to improve individual KS and job performance. Originality/value This study is one of the first to investigate the effects of team SMU on individual KS and job performance. It also identifies the two-sided effects of team performance norms.

A Jordanian empirical study of the associations among transformational leadership, transactional leadership, knowledge sharing, job performance, and firm performance

2016 ◽  
Vol 35 (5) ◽  
pp. 681-705 ◽  
Author(s):  
Ra'ed Masa'deh ◽  
Bader Yousef Obeidat ◽  
Ali Tarhini
Keyword(s):  
Transformational Leadership ◽  
Firm Performance ◽  
Job Performance ◽  
Knowledge Sharing ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Structural Equation ◽  
Content Type ◽  
Transformational And Transactional Leadership ◽  
The Impact

Purpose – Knowledge sharing adoption has been considered as a significant practice for organizations. However, there is a modest empirical confirmation to indicate how these organizations value the richness of their knowledge capabilities. The purpose of this paper is to investigate both transformational and transactional leadership styles that influence employees’ knowledge sharing practices, and the impact of the latter on job performance, and then on firm performance. Design/methodology/approach – Data collected from 179 employees at the higher council of youth in Jordan were empirically tested using structural equation modelling. Findings – The findings revealed that both transformational and transactional leadership styles have significant impact on job performance, and the latter on firm performance. Also, it was found that transactional leadership impacted knowledge sharing, whereas transformational leadership did not. Originality/value – This research proposes a new approach to understand knowledge sharing adoption, and outlines some theoretical and managerial implications of the findings.

The correlation between Wikipedia and knowledge sharing on job performance

2011 ◽  
Vol 38 (5) ◽  
pp. 6118-6124 ◽  
Author(s):  
Shu-Mei Tseng ◽  
Jiao-Sheng Huang
Keyword(s):  
Job Performance ◽  
Knowledge Sharing

Mediating effects of perceived environment support and knowledge sharing between self-efficacy and job performance of SME employees

2019 ◽  
Vol 51 (6) ◽  
pp. 342-359 ◽  
Author(s):  
Khahan Na-Nan ◽  
Salitta Saribut ◽  
Ekkasit Sanamthong
Keyword(s):  
Job Performance ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Structural Equation ◽  
Positive Influence ◽  
Performance Model ◽  
Content Type ◽  
Environmental Support ◽  
Self Confidence ◽  
The Relationship

PurposeCurrently, small and medium-sized enterprises (SMEs) concentrate on developing their employees’ potential to ensure high job performance. Enhancing the perception of efficacy is important to encourage employees to perform their responsibilities with increased self-confidence. Perceived environmental support and knowledge sharing are also significant factors that boost employees’ potential to achieve targets. The purpose of this paper is to examine how self-efficacy (SE) relates both directly and indirectly to employee job performance through perceived environmental support and knowledge sharing.Design/methodology/approachEmpirical data were garnered from a sample of 344 admins working at SMEs in Central Thailand and structural equation modelling was used to test the proposed relationships.FindingsSE had a strong positive influence on employee job performance, perceived environmental support and knowledge sharing, while perceived environmental support and knowledge sharing positively influenced employee job performance. Perceived environmental support and knowledge sharing were considered to be partial mediating factors of SE in the employee job performance model.Originality/valueThis research extends understanding of the relationship between SE and employee job performance. The findings shed light on mediating roles of perceived environmental support and knowledge sharing regarding the relationship between SE and employee job performance.

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