Factors Affecting the Use of Online Research Collaboration Platforms For Knowledge Sharing: Evidence From Knowledge-Intensive Organizations

2021 ◽  
Vol 1 (1) ◽  
pp. 1
Author(s):  
Osama F. Al Kurdi N.A.
Keyword(s):  
Knowledge Sharing ◽  
Research Collaboration ◽  
Online Research ◽  
Factors Affecting ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive ◽  
Collaboration Platforms

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.

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.

scholarly journals Het nieuwe werken en kennisdelen: de rol van organisatie-identificatie en autonomie

2013 ◽  
Vol 29 (1) ◽  
Author(s):  
Rick van der Kleij ◽  
Merle Blok ◽  
Olav Aarts ◽  
Pepijn Vos ◽  
Livia Weyers
Keyword(s):  
Knowledge Sharing ◽  
Organizational Identification ◽  
Regression Analyses ◽  
New Ways Of Working ◽  
It Service ◽  
Knowledge Intensive Organizations ◽  
Work Autonomy ◽  
Knowledge Intensive ◽  
The Impact

New ways of working and knowledge sharing: The role of organizational identification and work autonomy New ways of working and knowledge sharing: The role of organizational identification and work autonomy New ways of working is a way of working and collaborating aimed at improving productivity, work satisfaction, work life balance and competitive capacity, and reducing environmental pressure. New ways of working is especially promising for knowledge-intensive organizations. However, there are hardly any findings on the impact of new ways of working on knowledge sharing within knowledge-intensive organizations. To complicate matters even more, the few studies on this topic show ambivalent results. This study focuses on the effect of new ways of working on knowledge sharing within organizations and the role of work autonomy and organizational identification of employees. We expected that new ways of working would result in an increase in knowledge sharing due to an increase in the use of ICT and more flexibility in the use of workplace facilities. Moreover, we expected that work autonomy and organizational identification mediate the relation between new ways of working and knowledge sharing. Regression analyses on questionnaire data obtained from 712 employees of a large Dutch IT service provider partly confirm our hypotheses.

A collaborative system to improve knowledge sharing in scientific research projects

2018 ◽  
Vol 35 (4) ◽  
pp. 624-638 ◽  
Author(s):  
Attipa Julpisit ◽  
Vatcharaporn Esichaikul
Keyword(s):  
Knowledge Sharing ◽  
Research Collaboration ◽  
Scientific Research ◽  
Research Projects ◽  
Team Members ◽  
Collaborative System ◽  
Research Activities ◽  
Working Together ◽  
Knowledge Intensive ◽  
Collaborative Activities

As knowledge sharing is important for every sector, it should be encouraged among team members. Particularly, scientific research projects usually involve knowledge-intensive teams that require members to share various knowledge forms while working together. Although several collaborative systems exist on different platforms, the system features required to improve knowledge sharing between researchers are insufficient. A collaborative system, the Research Collaboration System, designed and developed based on identified collaborative activities and the SECI model, is evaluated by two scientific research projects. Preliminary results show that this system could serve all major research activities of scientific research projects and enhance knowledge sharing.

Significance of Job Attitudes and Motivation in Fostering Knowledge Sharing Behaviour Among Bank Personnel

2021 ◽  
Vol 20 (01) ◽  
pp. 2150003
Author(s):  
Muhammad Umar ◽  
Maqbool Hussain Sial ◽  
Syed Ahmad Ali
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Job Involvement ◽  
Job Attitudes ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Public And Private ◽  
Knowledge Intensive ◽  
Public And Private Sector

This research examines the association of job attitudes (i.e. job involvement, job satisfaction, and commitment) with knowledge sharing behaviour of bank personnel through behavioural antecedents (i.e. motivation, attitude, and intentions to share knowledge). The hypothesised relationships among job attitudes (excluding job involvement), behaviour antecedents, and knowledge sharing behaviour are significant and consistent. Notably, the association of job satisfaction with the motivation to share knowledge is insignificant. The survey results are based on data from a stratified multistage cluster sample of 316 public and private sector bank professionals from Pakistan, analyzed using Partial Least Square (PLS)-Structure Equation Modelling (SEM). The research provides a framework for theoretical and practical implications in knowledge-intensive organisations to foster knowledge sharing that increases individual as well as organisational productivity. The study paves the way for future research by including knowledge-oriented leadership, culture, trust, knowledge governance, and citizenship behaviour in the current framework for analysis in diverse geographical and demographical contexts.

Collaborative Engineering Based on Knowledge Sharing Agreements

1994 ◽  
Author(s):  
Gregory R. Olsen ◽  
Mark Cutkosky ◽  
Jay M. Tenenbaum ◽  
Thomas R. Gruber
Keyword(s):  
Knowledge Sharing ◽  
Information Sharing ◽  
Data Exchange ◽  
Formal Approach ◽  
Computational Framework ◽  
Engineering Knowledge ◽  
Exchange Information ◽  
Knowledge Intensive ◽  
Common Understanding ◽  
Representation Of Knowledge

Abstract The design of products by multi-disciplinary groups is a knowledge intensive activity. Collaborators must be able to exchange information and share some common understanding of the information’s content. The hope, however, that a centralized standards effort will lead to integrated tools spanning the needs of engineering collaborators is misplaced. Standards cannot satisfy the information sharing needs of collaborators, because these needs cannot be standardized. This paper discusses the design and use of a shared representation of knowledge (language and vocabulary) to facilitate communication among specialists and their tools. The paper advances the opinion that collaborators need the ability to establish and customize knowledge sharing agreements (i.e. mutually agreed upon terminology and definitions) that are usable by people and their machines. The paper describes a formal approach to representing engineering knowledge, describes its role in a computational framework that integrates a heterogeneous mix of software tools, and discusses its relationship to current and emerging data exchange standards. This work is supported by ARPA contract DAAA 15-91-C0104 as part of the SHADE project. (CDR TR# 19940912)

scholarly journals Managing the communicative organization: a qualitative analysis of knowledge-intensive companies

2020 ◽  
Vol 25 (3) ◽  
pp. 551-571
Author(s):  
Kaisa Pekkala
Keyword(s):  
Behavior Management ◽  
Communication Systems ◽  
Service Sector ◽  
Professional Service ◽  
Communication Management ◽  
Data Set ◽  
Content Type ◽  
Work Related ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

PurposeThe purpose of this paper is to explore how employees' work-related communication is managed in knowledge-intensive organizations.Design/methodology/approachThe study was conducted by applying an exploratory, qualitative approach. The data were collected from six knowledge-intensive organizations operating in the professional service sector in Finland, and the data set used included altogether 23 interviews.FindingsThe interviews confirmed that employees' work-related communication on social media is regarded as an increasingly important area, and that it has required companies to establish new managerial processes that are aimed to affect employees’ communication behaviors (ECB) either as enablers or motivators. How companies apply these processes depends on contextual factors, and three different managerial approaches were identified, namely, individual-, corporate- and business-oriented approaches.Research limitations/implicationsBased on the findings, this article proposes a new field for the communication management literature, management of the communicative organization (MCO), which builds on behavior management knowledge and focuses on managing employee communicators in multivocal organizational communication systems (MOCSs) that are dependent on employee-generated content.Originality/valueThe study advances the field of communication management and ECB by empirically proving that organizations manage their employees' work-related communication and the management processes and practices identified derive from behavioral management tradition. The proposed MCO framework introduces a novel area for academic discussion on how communication management affects ECB and attitudes, such as motivation.

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