Knowledge Sharing and Learning Among Smallholders in Developing Economies: Implications, Incentives, and Reward Mechanisms

2020 ◽  
Author(s):  
Shihong Xiao ◽  
Ying-Ju Chen ◽  
Christopher S. Tang
Keyword(s):  
Knowledge Sharing ◽  
Developing Economies ◽  
Reward Mechanisms

Cognition and knowledge sharing in post-acquisition integration: insights from Indian IT acquiring firms

2014 ◽  
Vol 8 (2) ◽  
pp. 146-167 ◽  
Author(s):  
Manya Jaura ◽  
Snejina Michailova
Keyword(s):  
Knowledge Sharing ◽  
Developing Economies ◽  
Human Beings ◽  
It Industry ◽  
Content Type ◽  
Organisational Identity ◽  
Or Groups ◽  
Acquisition Integration ◽  
The Creation ◽  
Cognition And Knowledge

Purpose – The purpose of this paper is to examine the influence of cognition on knowledge sharing between members of the acquiring and acquired organisations in the post-acquisition integration process. It specifically analyses differentiation between in-groups and out-groups, the perception of organisational identity and interaction among members of the acquired and acquiring organisations and how these three factors affect knowledge sharing. Design/methodology/approach – The authors develop theoretical propositions and conduct an explorative pilot study on the basis of original interview data conducted with ten respondents in four Indian IT companies that have acquired firms abroad. Findings – The authors find evidence for supporting the negative effect of in- and out-groups differentiation and the positive effect of interpersonal interaction on knowledge sharing among employees of the acquired and acquiring organisations. There was indicative, but less compelling, evidence for the negative influence of inter-group competition and the positive influence of perceived shared organisational identity on knowledge sharing. Different from the established view, the authors find that when Indian firms acquire firms abroad, they immediately initiate knowledge flows from the targets rather than going through a long period of integration prior to acquiring knowledge from the targets. Research limitations/implications – The paper contributes to the scholarly conversation on cognition and knowledge sharing and argues that firms that are located in developing economies and that acquire firms abroad behave in a way somewhat different from what Western literature postulates. This invites for further studies, both theoretical and empirical, to shed light on this phenomenon. The present paper is focused only on one country, India, and on a single industry, the IT industry. It is limited in its empirical part, mainly due to enormous difficulties in getting access to the field. Practical implications – The study demonstrates how central individuals are to the process of knowledge sharing and the accomplishment of organisational objectives in a post-acquisition context. Managers should understand that the knowledge their employees possess is a strategic asset, and therefore how they use it is influential in attaining organisational goals in general, and acquisition integration objectives in particular. The creation of task- and project-related communities or groups can help in establishing a shared organisational identity, especially after the turbulent event of one company acquiring another one. The creation of communities or groups where socialisation is encouraged can lead to employees interacting with one another and developing a sense of belongingness with the community or group. Over time, this belongingness can translate into a shared organisational identity, which is beneficial for the organisation. The findings suggest that the creation of task- or project-oriented communities and groups is a powerful way to achieve that. Originality/value – The contribution of the paper is fourfold. First, while macro orientation dominates literature on the growth of the Indian IT industry, this study is conducted at the individual level of analysis, by focusing on managers in acquiring Indian IT firms. Second, whereas studies that have examined cognition and knowledge sharing have done so mainly through social capital lenses, this paper focuses on factors that are based on the inherent tendency of human beings to categorise themselves and other individuals. Third, the paper examines the links between cognition and knowledge sharing in an exciting context, namely, post-acquisition integration. Finally, while research on both post-acquisition integration and knowledge sharing is biased towards a Western context, this study investigates knowledge sharing and post-acquisition integration in the context of a major non-Western emerging economy.

Incentive for Peer-to-Peer Knowledge Sharing among Farmers in Developing Economies

2015 ◽  
pp. n/a-n/a ◽  
Author(s):  
Ying-Ju Chen ◽  
J. George Shanthikumar ◽  
Zuo-Jun Max Shen
Keyword(s):  
Knowledge Sharing ◽  
Developing Economies ◽  
Peer To Peer

Cyber-Security Intelligence Gathering

2018 ◽  
pp. 203-231
Author(s):  
Ezer Osei Yeboah-Boateng ◽  
Elvis Akwa-Bonsu
Keyword(s):  
Knowledge Sharing ◽  
Virtual Machine ◽  
Cyber Security ◽  
Developing Economies ◽  
Change Theory ◽  
Mitigation Strategy ◽  
Mitigation Strategies ◽  
Intelligence Gathering ◽  
Cyber Intelligence ◽  
Machine Experiment

Recently, KM has found applications in cyber-security. Though the actionable information gathered is intangible, they are used to improve knowledge sharing in organizations. Key cyber-security objectives are to prevent, detect and respond to threats. Using open-sharing of vulnerabilities and exploits, cyber risks could be mitigated through info-sharing. Cyber-intelligence is perceived as a process and a product, with outcomes being alerts that solicit explicit responses, leading to mitigation of possible threats. Using the Scrum approach, relevant articles and databases were reviewed, towards improving mitigation strategies. A virtual machine experiment utilized various tools to gather intelligence. Results from footprinting were used to design a KM-based Cyber-Intelligence Gathering model that incorporates Lewin's Change Theory. It is intuitive and serves as an effective mitigation strategy for most organizations, especially SMEs. The implication is that knowledge sharing could be harnessed to create a pool of mitigation resources for most enterprises in developing economies.

scholarly journals Mediating Effect of Leaders’ Behaviour on Organisational Knowledge Sharing and Manufacturing Firms’ Competitiveness

10.28945/4693 ◽  
2021 ◽  
Vol 16 ◽  
pp. 055-075
Author(s):  
Adlin Ugo-Agharanya ◽  
Anthony Igwe ◽  
Ejikeme Emmanuel Isichei
Keyword(s):  
Knowledge Sharing ◽  
Developing Economies ◽  
Emerging Economy ◽  
Partial Least Square ◽  
Least Square ◽  
Mediating Effect ◽  
Future Research ◽  
Managerial Implication ◽  
Mediating Factor ◽  
Advance Theory

Aim/Purpose: The need to explore leaders’ role as a mediating factor between knowledge sharing and firms’ competitiveness was the focus of this paper. Further, gaps related to knowledge sharing influence on firms’ competitiveness from an emerging economy perspective was a major driver of this study. Background: The relevance of knowledge sharing is today crucial for firms that seek to harness internal resource innovation towards ensuring increased competitiveness. The link between the actions of leaders and outcomes from sharing knowledge towards increased competitiveness would further advance theory on knowledge sharing and provide managerial implication that is instrumental for an improved organisational outcome. Methodology: The study sample was 282 participants and Partial least square structural equation model was used for the analysis of the data obtained through a questionnaire survey with the aid of SmartPLSv3.9. Contribution: The study contributes to knowledge management literature through advancing leadership as a mediating factor that accounts for the link between knowledge sharing and firms’ competitiveness, most especially from an emerging economy perspective. Findings: Knowledge sharing was found to have a positive effect on firms’ competitiveness. The study found that leadership behaviour mediates the relationship between knowledge sharing and a firm’s competitiveness. Recommendations for Practitioners: The study recommends that, when supported with the right attitude from leaders in the organisation, knowledge sharing will be beneficial towards the firm gaining competitiveness most especially. Future Research: Future studies should be carried out in other sectors aside from the manufacturing sector using the same measures used to measure knowledge sharing. Also, a comparative analysis of knowledge sharing and firms’ competitiveness using leaders’ behaviour as a mediator should be researched in other developing economies.

The effect of HRM practices on knowledge management capacity: a comparative study in Indian IT industry

2018 ◽  
Vol 22 (3) ◽  
pp. 649-677 ◽  
Author(s):  
Sharmila Gope ◽  
Gianluca Elia ◽  
Giuseppina Passiante
Keyword(s):  
Knowledge Management ◽  
Knowledge Acquisition ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Developing Economies ◽  
It Industry ◽  
Content Type ◽  
Management Capacity ◽  
Multiple Case ◽  
Knowledge Intensive

Purpose Successful businesses demand high-performing human resource management practices (HRMP) and effective knowledge management capacity (KMC) to enhance the overall organizational performance. Rapid growth of both local and multinational companies operating in knowledge-intensive industries has increased the global competition in the labor market, also for the developing economies. Therefore, attracting valuable human capital, retaining talents and managing effectively knowledge to deliver on the latest technologies and innovative solutions and services are the biggest challenges in the modern IT industry. The purpose of this paper is to examine the influence of HRMP on KMC through a cross-case analysis including four companies operating in Indian IT sector. Based on the existing studies in this field, five key HRMP have been identified (i.e. recruitment and selection, training and development, compensation and reward, employee retention and career development), as well as two key processes supporting the KMC (i.e. knowledge acquisition and knowledge sharing). Design/methodology/approach The paper adopts a qualitative research method based on a multiple case study, and it uses primary and secondary data collected through desk research and field interviews. Findings Results show the existence of HRMP aiming to enhance the individual learning, motivation and retention of employees for knowledge acquisition and knowledge sharing, in the strategic perspective to improve the organizational performance. Research limitations/implications The paper presents some limitations, which may provide scope for future research. First, being the study a qualitative multiple case analysis, a more extensive research is needed to generalize the results and investigate further relationships existing between HRMP and KMC. Moreover, a deep investigation on the organizational performance dimensions (e.g. sales growth, cash turnover, financial goal achievement) is required to verify the existence of possible links. Finally, a further limit consists in considering only knowledge acquisition and knowledge-sharing processes, excluding another crucial knowledge management (KM) process such as knowledge application. As for the research implications, the paper contributes to investigate the role of HRMP in supporting KMC in Indian IT companies, which represents a context of research not so much investigated. Practical implications From a practitioner point of view, the study can be helpful to HR and KM managers for motivating employees to undertake learning processes and enhance their performance, as well as to acquire and share knowledge resources that are useful for the organization to remain innovative and stay competitive. Originality/value As the influence of HRMP on KMC has not been widely studied in the Indian IT industry, the study may open the field for further studies on a deeper investigation of the relationships existing between human resources management (HRM), KM and organizational performance in knowledge-intensive industries in India and, more in general, in developing economies.

Enabling Factors for Knowledge Sharing among Employees in the Workplace

2014 ◽  
pp. 978-1003
Author(s):  
Temtim Assefa ◽  
Monica Garfield ◽  
Million Meshesha
Keyword(s):  
Knowledge Sharing ◽  
Commercial Bank ◽  
Developing Economies ◽  
Case Study Research ◽  
Enabling Factors ◽  
Technological Factors ◽  
Business Goals ◽  
Individual Task ◽  
Knowledge Intensive

This chapter investigates enabling factors that promote knowledge sharing among employees in the workplace. The study was conducted on employees of Commercial Bank of Ethiopia (CBE) as a research case. Banks in particular and financial institutions in general are now becoming knowledge intensive organizations where knowledge is used as a key strategic resource to achieve their business goals as well as competitive advantage. This study uses an exploratory case study research method that allows deeper understanding and interpretation. Although there is plenty of literature on knowledge sharing, existing findings are not consistent due to the influence of contextual factors on knowledge sharing. This study identifies organizational, individual, task characteristics, and technological factors as main enabling factors that promote knowledge sharing in the workplace. Although organizations put much emphasis on technology to promote knowledge sharing in the workplace, non-technological factors (organizational and individual factors) appear more significant. As the study was conducted on a commercial bank within developing economies context, it contributes additional perspectives to confirm or extend existing findings on knowledge sharing.

Enabling Factors for Knowledge Sharing among Employees in the Workplace

2014 ◽  
pp. 246-271
Author(s):  
Temtim Assefa ◽  
Monica Garfield ◽  
Million Meshesha
Keyword(s):  
Knowledge Sharing ◽  
Commercial Bank ◽  
Developing Economies ◽  
Case Study Research ◽  
Enabling Factors ◽  
Technological Factors ◽  
Business Goals ◽  
Individual Task ◽  
Knowledge Intensive

This chapter investigates enabling factors that promote knowledge sharing among employees in the workplace. The study was conducted on employees of Commercial Bank of Ethiopia (CBE) as a research case. Banks in particular and financial institutions in general are now becoming knowledge intensive organizations where knowledge is used as a key strategic resource to achieve their business goals as well as competitive advantage. This study uses an exploratory case study research method that allows deeper understanding and interpretation. Although there is plenty of literature on knowledge sharing, existing findings are not consistent due to the influence of contextual factors on knowledge sharing. This study identifies organizational, individual, task characteristics, and technological factors as main enabling factors that promote knowledge sharing in the workplace. Although organizations put much emphasis on technology to promote knowledge sharing in the workplace, non-technological factors (organizational and individual factors) appear more significant. As the study was conducted on a commercial bank within developing economies context, it contributes additional perspectives to confirm or extend existing findings on knowledge sharing.

The Impact of Leadership Style on Knowledge Sharing Intentions in China

2010 ◽  
pp. 1334-1360
Author(s):  
Qian Huang ◽  
Robert M. Davison ◽  
Hefu Liu ◽  
Jibao Gu
Keyword(s):  
Knowledge Management ◽  
Theoretical Model ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
Developing Economies ◽  
Interpersonal Trust ◽  
Future Research ◽  
Cultural Traditions ◽  
Developed Economies ◽  
The Impact

Knowledge management (KM) is a dominant theme in the behavior of contemporary organizations. While KM has been extensively studied in developed economies, it is much less well understood in developing economies, notably those that are characterized by different social and cultural traditions to the mainstream of Western societies. This is notably the case in China. This chapter develops and tests a theoretical model that explains the impact of leadership style and interpersonal trust on the intention of information and knowledge workers in China to share their knowledge with their peers. All the hypotheses are supported, showing that both initiating structure and consideration have a significant effect on employees’ intention to share knowledge through trust building: 28.2% of the variance in employees’ intention to share knowledge is explained. The authors discuss the theoretical contributions of the chapter, identify future research opportunities, and highlight the implications for practicing managers.

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