The mutual impact of university president’s leadership and organizational justice on knowledge sharing: the mediating effect of communication

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Soo Jung Kim ◽  
Youjin Jang ◽  
Myunghyun Yoo ◽  
Ji Hoon Song
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Organizational Communication ◽  
Structural Equation ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose The purpose of this study is to empirically examine the mediating effect of organizational communication in the relationships among transformational leadership, organizational justice and knowledge sharing within the higher education setting in South Korea. Design/methodology/approach A sample of 321 university employees, including 151 faculty members and 170 administrative staff members, from a representative private university, participated in the survey as part of a consulting project for university innovation. Structural equation modeling (SEM) was mainly used for data analysis to identify the structural relationship among the research variables. Findings The results of this study confirmed that transformational leadership positively influences organizational justice and knowledge sharing. However, the influence of organizational justice on knowledge sharing was not statistically significant. The mediating effect of organizational communication among those relationships to increase the members’ knowledge sharing behavior was statistically significant. Originality/value In this study, holistic aspects of the organization, including leadership, organizational culture and organizational strategy, were examined for encouraging employees’ knowledge sharing behavior while an organization undergoes innovational changes. More practically, this study suggested that organizational communication could be used as one of the critical strategies in the process of university innovation.

Fostering organizational learning through leadership and knowledge sharing

2018 ◽  
Vol 22 (6) ◽  
pp. 1408-1423 ◽  
Author(s):  
Sunyoung Park ◽  
Eun-Jee Kim
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Interpersonal Trust ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
And Behavior ◽  
Sharing Behavior

Purpose The purpose of this study is to examine the relationships among transformational leadership, knowledge sharing climate and behavior, interpersonal trust and organizational learning. Design/methodology/approach Data from 209 participants from a manufacturing company in Korea were analyzed using the structural equation modeling method. Findings The findings of the study indicated that transformational leadership directly affected the knowledge sharing climate and behavior, interpersonal trust and organizational learning of an organization. Transformational leadership also indirectly affected organizational learning through knowledge climate and behavior, and interpersonal trust. In addition, a knowledge sharing climate directly affected interpersonal trust and knowledge sharing behavior and indirectly affected organizational learning through interpersonal trust and knowledge behavior. Interpersonal trust directly affected knowledge sharing behavior and indirectly affected organizational learning through knowledge sharing behavior. Finally, knowledge sharing behavior positively affected organizational learning. Research limitations/implications The results highlight the important role of transformational leadership to enhance the knowledge sharing climate and behavior of employees, interpersonal trust and organizational learning. This study also indicated that transformational leadership, interpersonal trust and knowledge sharing behavior are antecedents of organizational learning. Practical implications The study’s findings could motivate practitioners to place more emphasis on leadership support, knowledge sharing and organizational learning in the manufacturing sector. Originality/value The study provided diverse paths indicating how transformational leadership can impact organizational learning by examining both the direct and indirect paths between transformational leadership, multiple mediators and organizational learning. It also suggested a research framework for supporting transformational leadership, knowledge sharing and organizational learning, as well as their relationships by examining the three variables in one research model.

Transformational leadership, knowledge sharing, organizational climate and learning: an empirical study

2020 ◽  
Vol 41 (6) ◽  
pp. 761-775
Author(s):  
Eun-Jee Kim ◽  
Sunyoung Park
Keyword(s):  
Transformational Leadership ◽  
Organizational Learning ◽  
Organizational Climate ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

PurposeThis study examined the relationships among transformational leadership, organizational climate, employees' knowledge-sharing behavior and organizational learning.Design/methodology/approachData were collected from 282 responses from multiple companies in South Korea. Descriptive statistics and correlations were provided. The structural equation modeling was primarily used to test the proposed hypotheses and model comparisons.FindingsThe results indicated direct effects of transformational leadership on organizational climate, knowledge-sharing and organizational learning. In addition, organizational climate was positively related to knowledge-sharing behavior. Finally, knowledge-sharing behavior was found to affect organizational learning and to be a mediator in linking transformational leadership and organizational learning.Research limitations/implicationsThis study contributes to the literature on the role of leader’s support to enhance employees' outcomes related to knowledge and learning. By investing different antecedents of organizational learning, this study will help scholars and professionals pay more attention to organizational learning, its process and outcomes, which can promote organizational effectiveness and next outcomes from organizational learning.Practical implicationsOrganizations need to pay continuous attention to maintaining and strengthening employees’ knowledge-sharing behavior and learning, which is positively influenced by organizational efforts (i.e. leader’s support and supportive organizational climate).Originality/valueThe significance of this study is that the findings add to the academic work on organizational learning by empirically examining how leadership and organizational climate factors influence knowledge and learning outcomes and through which mechanisms.

Knowledge sharing behaviors among non academic staff of higher learning institutions

2016 ◽  
Vol 65 (1/2) ◽  
pp. 65-83 ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
Aahad M Osmangani ◽  
Nuraihan Mat Daud ◽  
Fadi Abdel Muniem AbdelFattah
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Academic Staff ◽  
Subjective Norms ◽  
Higher Learning ◽  
Equation Modeling ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Learning Institutions ◽  
Sharing Behavior

Purpose – This paper aims to develop and combined an understanding of the antecedents of knowledge sharing behavior among the non-academic staff of different higher learning institutions in Malaysia. Design/methodology/approach – The researchers tested the hypotheses from the survey data from the non-academic staff of different private and public higher learning institutions in Malaysia. This research also applied confirmatory factor analysis and structural equation modeling to examine the proposed hypothesis of this inquiry. Findings – The results indicate that attitude and subjective norms both influence the staff knowledge sharing behavior significantly and positively. Additionally, this research also revealed that intention of knowledge sharing variable plays a substantial role as a mediating variable in those relationships. Research limitations/implications – This research is a cross-sectional survey. As a result, the limited sample size in this study may affect the power of generalizability. Further research may prove the model across different times to respect the nature of the knowledge sharing behavior among the non-academic staff of higher learning institutions. Practical implications – The results of this research clearly explain how academic institutions may proceed for knowledge sharing culture in their respective department by considering the variables used in this inquiry. If the office of any academic institution feels that the knowledge sharing among the non-academic staff is still low, they can utilize the factors as a tool to facilitate the advancement of the knowledge sharing environment in their respective sections. Originality/value – Previous research primarily focuses on the knowledge sharing behavior of students and lectures ' perspective. This research minimizes the gap by including the non-academic staff of higher learning institutions. In summation, this research also examined the mediating role of knowledge sharing intention in the relationship between attitude, subjective norms and knowledge sharing behavior.

How internal attributions affect knowledge sharing behavior

2018 ◽  
Vol 22 (4) ◽  
pp. 867-886 ◽  
Author(s):  
Watcharee Lekhawipat ◽  
Yu-Huei Wei ◽  
Chinho Lin
Keyword(s):  
Knowledge Sharing ◽  
Attribution Theory ◽  
Structural Equation ◽  
Small Firms ◽  
Equation Modeling ◽  
Content Type ◽  
Service Companies ◽  
Knowledge Sharing Behavior ◽  
Technological Barriers ◽  
Sharing Behavior

Purpose The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution theory. Design/methodology/approach The structural equation modeling approach was applied to estimate the conceptual model by using survey data from a list of Taiwan’s top 1,000 manufacturing and 500 service companies. A total of 229 valid questionnaires were collected. Findings The empirical results show that both organizational and technological barriers have relationships with an individual’s effort and ability with regard to knowledge sharing behavior. When organizational barriers occur, the perceived lack of effort has a direct effect on knowledge sharing behavior for large firms, while negative sharing behavior among employees of small firms is influenced by the perception of low ability through the perceived lack of effort. Originality/value A review of the literature reveals organizational and technological barriers that lead to the negative influences of internal attributions on knowledge sharing. This study, therefore, contributes to a comprehensive perspective on how to encourage knowledge sharing behavior at different sizes of firms.

Can generational differences and feeling trusted improve knowledge-sharing behavior? Consequences of high-performance work systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aulia Vidya Almadana ◽  
Suharnomo Suharnomo ◽  
Mirwan Surya Perdhana
Keyword(s):  
Knowledge Sharing ◽  
Generational Differences ◽  
High Performance ◽  
Equation Modeling ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose This study aims to investigate the relationships between high-performance work systems (HPWS) on knowledge-sharing behavior (KSB) among Indonesian employees through the mediating role of feeling trusted (FT) and moderating role of generational differences (GD). Design/methodology/approach Sample were collected from 278 employees working in the Indonesian financial companies. This research used structural equation modeling to investigate the associations of HPWS and KSB. Furthermore, Sobel Test was applicated to test the mediation effect of FT. Finally, Hayes PROCESS was used to test the moderation impact of GD. Findings The empirical results revealed that HPWS positively impact FT and KSB. Hereafter, FT also positively impacts KSB and then succeeds to mediate the relationships between HPWS and KSB. Finally, GD were failed to moderate the relationships between HPWS and KSB. Originality/value To the best of the authors’ knowledge, this study is one of the few studies that illustrate the roles of GD between the relationships between HPWS and KSB.

The impact of knowledge sharing enablers on knowledge sharing behavior: an empirical study

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shorouq Eletter ◽  
Ghaleb Awad El Refae ◽  
Abdoulaye Kaba
Keyword(s):  
Knowledge Sharing ◽  
Partial Least Square ◽  
Least Square ◽  
Equation Modeling ◽  
Academic Institutions ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Instructor Support ◽  
The Impact ◽  
Sharing Behavior

Purpose Academic institutions play a crucial role in social and economic development. They share responsibilities to equip students with knowledge and skills. This study aims to examine and investigate the impact of knowledge sharing enablers (KSE) on knowledge sharing behavior (KSB). The paper measured KSE through perceived instructor support of knowledge sharing instructor support (IS), perceived information and communication technology (ICT) support of knowledge sharing and perceived ability to share knowledge (ASK). Design/methodology/approach A survey questionnaire was used as an instrument for data collection. A sample of 597 students from Al Ain University in UAE participated in the study. The collected data were treated and analyzed through MS Excel and International Business Machines Statistical Package for the Social Sciences (SPSS) version 25. The theory of reasoned action (TRA) was used in formulating a conceptual framework. Several statistical techniques, including partial least square structural equation modeling, were used to test and verify hypotheses. Findings Findings of the study supported TRA theory by suggesting a positive and significant impact of KSE (IS, ICT and ASK) on KSB. The findings supported the stated three hypotheses and confirmed that at least 45% of the variation in students’ KSB is explained by a variation in one of the three KSE indicators. The paper provided important theoretical and practical implications for researchers and managers of academic institutions. Originality/value Academic institutions need to advance their strategies to create more collaborative environments for boosting knowledge sharing among students. Such practice will contribute in improving the students’ overall capabilities, skills and success of academic institutions.

Green human resource management in nonprofit organizations: effects on employee green behavior and the role of perceived green organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohammed Aboramadan ◽  
Yasir Mansoor Kundi ◽  
Annika Becker
Keyword(s):  
Knowledge Sharing ◽  
Organizational Support ◽  
Nonprofit Sector ◽  
Helping Behavior ◽  
Equation Modeling ◽  
Research Model ◽  
Voice Behavior ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

PurposeBuilding on the theories of social exchange and organizational support, this study proposes a research model to investigate the impact of green human resources management (GHRM) on nonprofit employees' green work-related outcomes, namely green voice behavior, green knowledge-sharing behavior and green helping behavior. In the model, perceived green organizational support (PGOS) is theorized and employed as an intervening mechanism between the examined linkages.Design/methodology/approachData were collected in two different waves from 408 employees working in the Palestinian nonprofit sector. Covariance based-structural equation modeling was used to validate the study's research model and to examine the hypotheses.FindingsThe results indicated that GHRM is positively associated with green voice behavior, green knowledge-sharing behavior and green helping behavior. Moreover, the results show that PGOS exhibits a significant mediation effect between the aforesaid links. This study thus provides initial empirical evidence in the field of GHRM, with particular focus on the nonprofit sector.Research limitations/implicationsThis research provides a roadmap to nonprofit managers and practitioners on how GHRM can encourage employees to speak up, share information and help others in the environmental and green domain. By supporting nonprofit managers strengthening green employee behavior, it provides an additional source to fostering intrinsically motivated behaviors in the workplace.Originality/valueIn response to urgent environmental threats, this study contributes to green and sustainable management research with a focus on GHRM, thereby providing initial empirical research from a nonprofit perspective.

The impact of transformational leadership on employees’ creativity

2018 ◽  
Vol 41 (1) ◽  
pp. 113-132 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Ayman Bahjat Abdallah ◽  
Marwa Al Janini
Keyword(s):  
Transformational Leadership ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this paper is to examine the effect of transformational leadership on employees’ creativity in the Jordanian banking sector through the mediating effect of perceived organizational support. Design/methodology/approach The study is based on survey data collected from 369 employees working in Jordanian banks. Validity and reliability analyses were performed, and direct and indirect effects were tested using structural equation modeling. Findings The results indicate that transformational leadership positively affects some dimensions of employees’ creativity and perceived organizational support. However, perceived organizational support is found to not be significantly related to some dimensions of employees’ creativity. Additionally, the mediating effect of perceived organizational support on the relationship between transformational leadership and some dimensions of employees’ creativity is found to not be significant. Originality/value This paper is one of the first to examine the relationship between transformational leadership and employees’ creativity through perceived organizational support, especially in an Arab country and in the banking sector.

An empirical investigation on TQM practices and knowledge sharing mediation in software industry

2017 ◽  
Vol 29 (5) ◽  
pp. 725-743 ◽  
Author(s):  
Anam Iqbal ◽  
Muhammad Asrar-ul-Haq
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Employee Performance ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Total Quality ◽  
Content Type ◽  
Business Excellence ◽  
Key Factor ◽  
Core Elements

Purpose The adequate culture of knowledge sharing in organizations is considered a key factor for improving the employees’ performance. Along with knowledge sharing, total quality management (TQM) practices are the ways to achieve business excellence. The purpose of this paper is to explore the mediating effect of knowledge sharing on the relationship between TQM practices and employees’ performance. Design/methodology/approach The quantitative study has been carried out in software houses of Pakistan. Data were collected from 340 employees using survey questionnaires from software houses of Pakistan and is analyzed through structural equation modeling technique using SPSS 22.0 and SmartPLS 2.0. Findings The results reveal that knowledge sharing partially mediates between TQM practices and employee performance. Furthermore, the results indicate that the TQM practices should be implemented holistically rather than individually. Research limitations/implications The generalization of the results is limited as the sample size is relatively small and represents software houses of only four regions in Pakistan. Moreover, the study findings were only based on software houses. So, these should be applied to other sectors with caution. Originality/value This study complements the previous researches and seeks to extend literature that how the core elements of knowledge sharing mediate between TQM practices and employees’ performance especially, in developing countries like Pakistan.

A multidimensional model of knowledge sharing behavior in mobile social networks

Kybernetes ◽  
2019 ◽  
Vol 48 (5) ◽  
pp. 906-929 ◽  
Author(s):  
Mohamad Hoseini ◽  
Fatemeh Saghafi ◽  
Emad Aghayi
Keyword(s):  
Social Networks ◽  
Knowledge Sharing ◽  
Influential Factors ◽  
Ease Of Use ◽  
Equation Modeling ◽  
Actual Behavior ◽  
Mobile Social Networks ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose A great number of people use mobile social networks (MSNs) to communicate, entertain, learn, search and get advice. Growth and survival of any community depends on the activities of its members in sharing information and knowledge. The purpose of this study is to assess the influential factors on knowledge sharing behavior in MSNs in different perspectives in a comprehensive manner. Design/methodology/approach A model of factors affecting knowledge sharing behavior in MSNs is proposed by applying the structural equation modeling and path analysis to data collected from a sample of users of a well-known MSN through a questionnaire. Findings This study supports the contributive aspects of trust and enjoying participation in sharing knowledge, while there is no significant correlation between perceived ease of use and knowledge sharing behavior in MSNs. Furthermore, intention to share knowledge can lead to actual behavior in MSNs environments. Practical implications The results obtained here provide a grasp of factors that influence knowledge sharing in mobile communities which would promote enhanced contribution towards their online communities by MSNs administrators. Originality/value A four-dimensional comprehensive model consisting of social, psychological, cultural and technological perspectives in one package is proposed here for knowledge sharing behavior in MSNs. Such a comprehensive perspective is overlooked in the existing literature.

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