Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Knowledge sharing enablers, processes and firm innovation capability

2016 ◽  
Vol 28 (8) ◽  
pp. 484-495 ◽  
Author(s):  
AlShaima Taleb Taleb Hussein ◽  
Sanjay Kumar Singh ◽  
Sherine Farouk ◽  
Amrik S. Sohal
Keyword(s):  
Law Enforcement ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Top Management ◽  
Management Support ◽  
Innovation Capability ◽  
Research Model ◽  
Firm Innovation ◽  
Content Type ◽  
Top Management Support

Purpose This paper aims to examine a research model that links knowledge sharing enablers, processes and outcome dimensions in law enforcement in the United Arab Emirates (UAE). It attempts to examine the impact of knowledge self-efficacy and top management support on knowledge donating and collecting. It also attempts to examine the effect of these two aspects of knowledge sharing on firm innovation capability. Design/methodology/approach This study used a quantitative approach, with data collected by questionnaire from 685 police officers in a law enforcement agency in the UAE. Findings Knowledge self-efficacy and top management support have a positive impact on knowledge donating and collecting. Only knowledge collecting, however, had a positive effect on firm innovation capability. Research limitations/implications The study has significant academic and practical implications. It supports a previous research model that links enablers, processes and outcomes of knowledge sharing, and confirms them in the context of law enforcement in the UAE. It could also help law enforcement agencies to promote a knowledge sharing culture to support innovation in the UAE. Originality/value The research model is likely to be particularly valuable in knowledge-intensive organizations such as the law enforcement sector. Knowledge sharing is often overlooked by organizations in the UAE because there has to date been little research in this field.

Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
Knowledge Intensive Organizations ◽  
Innovative Work Behaviour ◽  
Knowledge Intensive

Purpose This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored. Design/methodology/approach A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling. Findings The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing. Practical implications To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour. Originality/value This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

2019 ◽  
Vol 50 (1) ◽  
pp. 75-93 ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Organisational Culture ◽  
Moderating Effect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated. Design/methodology/approach Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses. Findings This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting. Originality/value Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

A structural equation model for knowledge sharing behavior in an emerging economy

2017 ◽  
Vol 21 (4) ◽  
pp. 925-945 ◽  
Author(s):  
Mohamed Youssef ◽  
Washika Haak-Saheem ◽  
Eyad M. Youssef
Keyword(s):  
Knowledge Sharing ◽  
Latent Variables ◽  
Structural Equation ◽  
Reward System ◽  
Emerging Economy ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness. Design/methodology/approach The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness. Findings Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness. Practical implications For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing. Originality/value To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.

Intrinsic motivation for knowledge sharing – competitive intelligence process in a telecom company

2016 ◽  
Vol 20 (6) ◽  
pp. 1282-1301 ◽  
Author(s):  
Fernando Carvalho de Almeida ◽  
Humbert Lesca ◽  
Adolpho W.P. Canton
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Canonical Correlation ◽  
External Validation ◽  
Competitive Intelligence ◽  
Fundamental Aspect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support

Purpose Knowledge about competitive environments is a determinant factor for the success of a firm, as it may allow it to anticipate threats and opportunities in its market. This study aims to explore variables that enable or prevent an employee’s intrinsic motivation to share knowledge. It studies the collection and sharing of information that may be a signal of future competitive moves in competitive intelligence (CI) processes. Design/methodology/approach Canonical correlation was used by utilizing survey data from a company. The study was based on the self-determination theory relating intrinsic motivation to behavior. Findings The study confirms the importance of different aspects motivating knowledge sharing behavior, such as information system’s support, top management support and information feed-back. Research limitations/implications The study is limited to one company, respecting the limitations of a case study, but external validation was impossible to test. Findings showed a strong correlation of some variables with intrinsic motivation and are coherent with other studies in the knowledge sharing field. Practical implications Firms introducing knowledge sharing processes should pay attention to the importance of information system support. The relationship with people involved is also important, as in supporting their collaborations and giving feed-back to contributions. Sustaining intrinsic motivation seems a fundamental aspect to the process’ success. Originality/value The study indicates the relation of different variables of motivation with motivation. It explores knowledge sharing in a CI process, an important process in firms nowadays. It shows important aspects that ensure continuity of knowledge sharing as informational feed-back and top management support. Canonical correlation was also used, a technique not frequently explored and useful to study correlation among groups of variables.

Understanding factors affecting knowledge sharing

2017 ◽  
Vol 8 (3) ◽  
pp. 275-298 ◽  
Author(s):  
Safayet Rahman ◽  
Md Zahidul Islam ◽  
Annie Dayani Ahad Abdullah
Keyword(s):  
Organizational Commitment ◽  
Conceptual Framework ◽  
Knowledge Sharing ◽  
Organizational Factors ◽  
Top Management ◽  
Management Support ◽  
Business Organizations ◽  
Content Type ◽  
Top Management Support ◽  
Potential Mediator

Purpose The aim of this paper is to propose a conceptual framework of knowledge sharing for Bangladesh’s business organizations. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for knowledge sharing. Findings This paper identified organizational commitment as a potential mediator for the relationship between organizational factors (organizational culture, leadership and structure) and knowledge sharing. In this paper, top management support and information and communication technology (ICT) support are also proposed as potential moderators that can affect knowledge sharing. Research limitations/implications This paper has identified several organizational factors to predict knowledge sharing. Future research with empirical evidence will validate this conceptual framework. Practical implications This paper will help business managers to understand knowledge sharing from a different perspective. Propositions of organizational commitment as a potential mediator and top management support and ICT support as potential moderators will provide managers with a better understanding of employees’ knowledge sharing behavior. Originality/value This paper adopted the general model of workplace commitment and integrated with organizational factors (organizational culture, leadership, structure, top management support and ICT support) to understand knowledge sharing for the business organizations of Bangladesh.

The acceptance of corporate wiki use for knowledge diffusion purposes

2017 ◽  
Vol 69 (6) ◽  
pp. 642-659 ◽  
Author(s):  
Fayez Hussain Alqahtani
Keyword(s):  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Self Efficacy ◽  
Online Survey ◽  
Least Squares Method ◽  
Technical Support ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support

Purpose Scholars and practitioners alike view knowledge as a crucial organisational asset. Over the past decade, several knowledge management (KM) technologies have emerged, such as wikis. A wiki is a web-based hypertext application that supports a collaborative and conversational approach to KM. While wikis are generally simple to use, their adoption for managing organisational knowledge sometimes meets resistance from employees. The purpose of this paper is to investigate the factors affecting the user acceptance of organisational wikis as a means of knowledge creation and diffusion. Design/methodology/approach Building on the existing research on KM and information technology adoption, this study identified the following factors: the relevance of top management support for and complexity of enterprise wikis as well as technical support and knowledge-sharing self-efficacy. A cross-sectional survey was employed to examine the influence of these factors on employees’ acceptance of corporate wikis. Overall, 102 employees participated in the online survey, and the data collected were analysed using the partial least squares method. Findings The research model developed demonstrates that top management support, technical support and knowledge-sharing self-efficacy have a positive significant effect on employees’ willingness to use wikis for knowledge-creation purposes within organisations. Originality/value The findings of this study contribute to the existing literature on the implementation of wikis as a KM technology by developing a theoretical model explaining employees’ acceptance of this technology. Organisations could use this model to guide and facilitate wiki initiatives.

Impact of knowledge management enablers on knowledge sharing

2017 ◽  
Vol 13 (1) ◽  
pp. 16-33 ◽  
Author(s):  
Muhammad Yasir ◽  
Abdul Majid
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Knowledge Management System ◽  
Top Management ◽  
Management Support ◽  
System Quality ◽  
Content Type ◽  
Top Management Support

Purpose The purpose of this paper is to examine the mediating role of trust in the relationship between knowledge management enablers (i.e. top management support, organizational culture, knowledge management system quality, and openness in communication) on knowledge sharing in small and medium enterprises (SMEs) in Pakistan. Design/methodology/approach The study was conducted through self-administered survey of employees of SMEs in Pakistan. Correlation, Baron and Kenny approach (causal steps approach) and PROCESS Macro (normal test theory) developed by Hayes were used to find out the direct and indirect effects of trust among knowledge management enablers and knowledge sharing. Findings The results have shown that trust of employees at SMEs was developed through knowledge management enablers which promote knowledge sharing. Therefore, the relationship between knowledge management enablers, trust, and knowledge sharing is positive. Research limitations/implications The current study only considered the single aspect of knowledge management system, i.e. knowledge sharing; some other aspects of knowledge management system such as knowledge creation and knowledge utilization can be used for future studies at SMEs sector. Practical implications The mediation of trust between top management support, culture, openness in communication, and knowledge sharing provided that trustworthy relationships between the members of an organization would lead to enhance the knowledge sharing activities. In order to promote the knowledge sharing attitudes within the organization, the managers should consider knowledge management enablers (top management support, organizational culture, and openness in communication) along with trustworthy environment as an energetic force for the development of knowledge management systems. Originality/value The study confirmed the mediating effect of trust between the relationships of top management support, organizational culture, openness in communication, and knowledge sharing, while there is a partial mediating role of trust between knowledge management system quality and knowledge sharing.

Motivation in organisational online knowledge sharing

2021 ◽  
Vol 26 (1) ◽  
pp. 102-125
Author(s):  
Tuyet-Mai Nguyen ◽  
Liem Viet Ngo ◽  
Gary Gregory
Keyword(s):  
Knowledge Sharing ◽  
Self Efficacy ◽  
Single Point ◽  
Returns To Scale ◽  
Top Management ◽  
Management Support ◽  
Innovation Capability ◽  
Cross Sectional ◽  
Content Type ◽  
Top Management Support

Purpose This paper aims to examine the influence of intrinsic motives (self-efficacy, reputation and reciprocity) on online knowledge sharing behaviour. Additionally, this research investigates the moderating role of individual innovation capability and top management support. Design/methodology/approach The methodology adopted was a questionnaire survey of employees working in Vietnamese telecommunications companies. A total of 501 employees completed a self-administered anonymous survey using a cross-sectional design. Confirmatory factor analysis and ordinary least squared – based hierarchical regression was used to test the conceptual framework. Findings Self-efficacy, reputation and reciprocity significantly impact online knowledge sharing behaviour. Specifically, self-efficacy has an inverted U-shape association while reputation and reciprocity have a positively, returns-to-scale association with online knowledge sharing behaviour. Individual innovation capability moderates the effect on these associations as does top management support, but to a lesser extent. Research limitations/implications Data were obtained at a single point in time and self-reported. Furthermore, this study was conducted in a specific industry in Vietnam, i.e. telecommunications, which limits the generalisability of the research. Practical implications Organisations need to create a favourable environment for online knowledge sharing to foster reciprocal relationships and interpersonal interactions of employees. Encouraging and rewarding employees to actively engage in knowledge exchange will help facilitate reciprocal online knowledge sharing behaviour. Originality/value This study contributes to knowledge-sharing behaviour by uncovering an inverted U-shape association and positively, returns-to-scale associations between intrinsic antecedents and online knowledge sharing behaviour. Additionally, individual innovation capability was an important moderator which has been overlooked in past research.

Exploring different cultural configurations: how do they affect subsidiaries’ knowledge sharing behaviors?

2015 ◽  
Vol 19 (2) ◽  
pp. 141-163 ◽  
Author(s):  
Vincenzo Cavaliere ◽  
Sara Lombardi
Keyword(s):  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Interpersonal Relationships ◽  
Two Dimensions ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose – The purpose of this paper is to explore the impact of different cultural typologies (i.e. innovative, competitive, bureaucratic and community) on employees’ knowledge-sharing processes within multinational corporations (MNCs) by taking a subsidiary perspective. It particularly applies the competing values framework to the study of individuals’ orientations toward sharing knowledge with others while also investigating the influence of top management support on such orientations. Design/methodology/approach – To test the proposed hypotheses, in this paper, survey data of 389 employees from six Italian subsidiaries are empirically analyzed by running hierarchical regressions on the two dimensions of knowledge-sharing processes, i.e. knowledge donating and knowledge collecting. Findings – The results show that the four types of organizational culture differently affect the knowledge-sharing sub-processes and confirm the importance of a strong top management support to facilitate interpersonal relationships. Research limitations/implications – Despite the cross-sectional nature of the data and the limitations arising from the subsidiaries’ position in the country, the findings suggest managers to pay great attention to the positive side of bureaucracy by emphasizing the need for order and efficiency while, at the same time, providing employees with a constant and encouraging support toward knowledge-sharing activities. Originality/value – The paper adds empirical evidence to the limited existing research on knowledge-sharing sub-processes of knowledge donating and collecting, extends the understanding of how different organizational cultures affect such processes, and contributes to the literature on MNCs’ knowledge-based activities by adopting a subsidiary perspective.

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