scholarly journals Performance Enhancement Model of Human Resources through Knowledge Sharing

2017 ◽  
Vol 8 (1) ◽  
Author(s):  
Arizqi Arizqi
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Structural Equation ◽  
Learning Culture ◽  
Equation Modeling ◽  
Survey Method ◽  
Top Management ◽  
Management Support ◽  
Organizational Learning Culture

This study aims to examine the effect of exogenous variable consisting of organizational dimen-sion including organizational learning culture, support from top management, and individu-als namely openness in communication in affecting knowledge sharing of individuals. Besides, this study also examined how the role of knowledge sharing in improving human resource performance at Sharia Banking. This study was conducted through SEM (Structural Equation Modeling) test by using SmartPLS, a statistical software. The study was done through survey method by distributing questionnaire to 145 employees from frontliner departments at three of Sharia banks in Semarang. The findings of this study showed that two organizational di-mensions (Organizational Learning Culture and Top Management Support) have significant effect on the improvement of knowledge sharing. While Openness in Communication, the individual dimension, could not determine the improvement of knowledge sharing. Then, the improvement of human resource performance at sharia banking could be done by improving knowledge sharing.

Enterprise social network (ESN) systems and knowledge sharing: what makes it work for users?

2019 ◽  
Vol 50 (2) ◽  
pp. 305-327
Author(s):  
Abhishek Kalra ◽  
Rupashree Baral
Keyword(s):  
Social Network ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Least Squares Method ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Enterprise Social Network

Purpose Enterprise Social Network (ESN) systems have emerged as the technology of choice to bolster and support organizational efforts for harnessing embedded knowledge. However, a lack of understanding about it limits the optimization of its potential. Hence, this paper aims to assess the role of hedonic motivation, network externalities (NE) and top management support in conjugation with the unified theory of acceptance and use of technology theory to understand ESN’s usage for knowledge sharing. Design/methodology/approach Data were collected from 187 ESN users through a survey questionnaire and subsequently analyzed using variance-based structural equation modeling using the partial least squares method. Findings ESNs are used both for utilitarian and hedonic purposes. Furthermore, the results also bring out the importance of externalities arising from an extensive network of users and complimentary services, as well as support regarding resources and recognition from the top management toward reinforcing the benefits of using ESNs. Research limitations/implications This study advances earlier knowledge by assessing the actual usage of ESNs for knowledge sharing. It takes into consideration multiple input variables, namely, performance expectancy, effort expectancy, NE amongst others to best resonate with the key factors driving its adoption and usage by an individual. However, because of the cross-sectional research design, causality can only be inferred. Practical implications The organizations are recommended to have in place the measures for attaining optimal usage of ESNs, and in turn, witness knowledge moves around in ways unfathomable. Steps should be taken to develop tools and ecosystems to provide users affordances for both increasing productivity, as well as opportunities for gaining pleasure. Originality/value This study is one of its kind effort to synthesize the knowledge about the ESNs in an Indian context. It provides fascinating insights into the determinants of intention and usage of ESNs for knowledge sharing.

Organizational learning culture and innovativeness in Turkish firms

2012 ◽  
Vol 18 (2) ◽  
pp. 193-219 ◽  
Author(s):  
Matej Černe ◽  
Marko Jaklič ◽  
Miha Škerlavaj ◽  
Arzu Ülgen Aydinlik ◽  
Dilek Dönmez Polat
Keyword(s):  
Organizational Learning ◽  
Structural Equation ◽  
Learning Culture ◽  
Competing Values Framework ◽  
Equation Modeling ◽  
Competing Values ◽  
Organizational Learning Culture ◽  
Strong Positive Relationship ◽  
Innovative Culture ◽  
The Relationship

AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.

Organizational learning culture and workplace spirituality

2014 ◽  
Vol 21 (3) ◽  
pp. 175-192 ◽  
Author(s):  
Monthon Sorakraikitikul ◽  
Sununta Siengthai
Keyword(s):  
Organizational Learning ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Workplace Spirituality ◽  
Learning Culture ◽  
Theory And Practice ◽  
Cross Sectional ◽  
Content Type ◽  
Organizational Learning Culture

Purpose – The purpose of this study is to investigate the role of organizational learning culture as an enabler of knowledge-sharing behaviours and workplace spirituality. A model is proposed to examine the mediating role of knowledge-sharing behaviours between organizational learning culture and workplace spirituality. Design/methodology/approach – Employees from various Thai industries participated in the study, and structural equation modelling was used to test hypothesized relationships. Findings – Results suggest a positive relationship between organizational learning culture and workplace spirituality, partially mediated by knowledge-sharing behaviours. Research limitations/implications – The study was limited to Thailand, and is a cross-sectional design. Further investigation into the causality of relationships and cultural disparities is needed. Practical implications – Friendly learning environments enable both knowledge sharing and change organization members’ views regarding learning and performance improvements for organizational sustainability. Originality/value – This paper bridges a gap between theory and practice concerning the outcomes of organizational learning and factors that lead to workplace spirituality.

Will They Stay or Leave? Interplay of Organizational Learning Culture and Workplace Mindfulness on Job Satisfaction and Turnover Intentions

2021 ◽  
pp. 009102602199158
Author(s):  
Chun-Yu Lin ◽  
Chung-Kai Huang ◽  
Hung-Xin Li ◽  
Tai-Wei Chang ◽  
Yu-Chia Hsu
Keyword(s):  
Job Satisfaction ◽  
Organizational Learning ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Well Being ◽  
Learning Culture ◽  
Equation Modeling ◽  
Public Servants ◽  
Theoretical Understanding ◽  
Organizational Learning Culture

Due to the ever-increasing standards required of administrative workloads, service efficiency, and quality, the turnover intentions of public servants in Taiwan have gradually increased over time. This study investigated the critical factors that reduce the turnover intentions of civil servants. The article is intended to offer a theoretical understanding of an organizational learning culture (OLC) and workplace mindfulness. We analyzed data from 331 public servants. Structural equation modeling and the bootstrapping method were used to verify the hypotheses. The results demonstrated that an OLC and workplace mindfulness are positively associated with job satisfaction and negatively associated with turnover intentions. Job satisfaction plays a mediating role between an OLC and turnover intentions and between workplace mindfulness and turnover intentions. This article offers a theoretical inquiry and a practical understanding of strengthening the workplace atmosphere by offering employees a sense of well-being and sustainable career development.

scholarly journals Upholding Knowledge Sharing for Organization Innovation Efficiency in Pakistan

2020 ◽  
Vol 7 (1) ◽  
pp. 4
Author(s):  
Ayesha Fayyaz ◽  
Beenish Neik Chaudhry ◽  
Muhammad Fiaz
Keyword(s):  
Knowledge Sharing ◽  
Technology Use ◽  
Structural Equation ◽  
Holistic Approach ◽  
Organizational Level ◽  
Equation Modeling ◽  
Top Management ◽  
Management Support ◽  
Top Management Support ◽  
Organizational Rewards

The aim of this paper was to outline the factors that provoke the knowledge sharing intents of employees and contribute toward knowledge sharing processes that result in a better rate of innovation implementation by the organizations. This research follows a holistic approach to study ‘Knowledge Sharing’. Referring to the holistic approach, this study examined the relationship between knowledge sharing enablers, processes, and outcomes. Organizational level factors (Top Management Support, Organizational Rewards) and technology linked factors (Information and Communication Technology use) were studied to show their relationship to knowledge sharing processes (knowledge donating, knowledge collecting) and how knowledge sharing processes relate to innovation efficiency in organizations in Pakistan. Data were collected from employees of Lahore based organizations irrespective of their area of functioning and level of hierarchy in the organization. Structural equation modeling was employed to test the hypotheses using AMOS 20. The findings of the study indicate that top management support is very important in determining the knowledge sharing behavior of employees. However, organizational rewards and ICT use does not support employees in knowledge sharing activities. Finally, knowledge sharing processes are strongly related to organization innovation efficiency. This study provides guidelines to managers and organizations for establishing a knowledge sharing culture for innovative performance in the long run.

Organizational learning culture and innovativeness in Turkish firms

2012 ◽  
Vol 18 (2) ◽  
pp. 193-219 ◽  
Author(s):  
Matej Černe ◽  
Marko Jaklič ◽  
Miha Škerlavaj ◽  
Arzu Ülgen Aydinlik ◽  
Dilek Dönmez Polat
Keyword(s):  
Organizational Learning ◽  
Structural Equation ◽  
Learning Culture ◽  
Competing Values Framework ◽  
Equation Modeling ◽  
Competing Values ◽  
Organizational Learning Culture ◽  
Strong Positive Relationship ◽  
Innovative Culture ◽  
The Relationship

AbstractThe aim of this paper is to present and test a model that examines the relationship between organizational learning culture and innovativeness. Organizational learning culture consists of the organizational learning process and of different culture types that can be placed within the competing values framework. It is defined as a set of norms and values within an organization that support systematic, in-depth approaches aimed at achieving higher-level organizational learning. Innovativeness consists of both innovative culture and innovations. Innovations, the process or outcome of innovating, are more likely to occur and be more successful if there is a strong innovative culture, meaning that the behavioral patterns of the employees are directed towards innovating. We used data from 112 Turkish firms employing more than 50 people. The relationship between organizational learning culture and innovativeness is empirically tested via structural equation modeling (SEM). We found support for a very strong positive relationship between organizational learning culture and innovative culture, as well as for the indirect relation between organizational learning culture and innovations via innovative culture.

Organizational learning culture and customer satisfaction

2014 ◽  
Vol 21 (6) ◽  
pp. 392-404 ◽  
Author(s):  
Talat Islam ◽  
Norliya Ahmad Kassim ◽  
Ghulam Ali ◽  
Misbah Sadiq
Keyword(s):  
Organizational Learning ◽  
Customer Satisfaction ◽  
Structural Equation ◽  
Service Sector ◽  
Learning Culture ◽  
Equation Modeling ◽  
Normative Commitment ◽  
Content Type ◽  
Organizational Learning Culture ◽  
Practical Implications

Purpose – The aim of this study is to develop a theoretical framework with which to investigate the inter-relationships between organizational learning culture, normative commitment and customer satisfaction through the use of empirical investigation across the service sector. Design/methodology/approach – A questionnaire-based survey was given to 297 Malaysian employees in different service organizations. Findings – First, instruments were checked regarding its uni-dimensionality by applying confirmatory factor analysis and then structural equation modeling (SEM) was applied to test the model. SEM confirms that organizational learning culture not only directly influences customer satisfaction, but also has an indirect influence through normative commitment. Research limitations/implications – The study selected samples from Malaysia, the results might be different if samples are taken from a geographically different area. Practical implications – The study has theoretical and practical implications for Human Resources managers to enhance employees’ organizational commitment and customer satisfaction. Originality/value – The study highlights the importance of organizational learning culture in enhancing an employee’s commitment towards their organizations and customer satisfaction.

Infrastructure Profiles and Knowledge Sharing

2017 ◽  
Vol 13 (3) ◽  
pp. 1-12 ◽  
Author(s):  
Mírian Oliveira ◽  
Antonio Carlos Gastaud Maçada ◽  
Carla Curado ◽  
Felipe Nodari
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Survey Method ◽  
Top Management ◽  
Management Support ◽  
Simultaneous Presence ◽  
Top Management Support ◽  
Adequate Information ◽  
Significant Difference ◽  
Technology Focus

Information technology and top management support are considered infrastructure for knowledge sharing. This research aims to identify infrastructure profiles and their relationship with knowledge sharing. A survey method was adopted involving 231 respondents working in information technology teams in Brazil. The analysis identified four profiles, namely: focus on information technology; focus on top management support; adrift; and knowledge sharing oriented. The latter was identified as being the most effective, while no significant difference was found between the other clusters in relation to knowledge sharing. This finding is a supplement to this field of knowledge because, in addition to confirming the relevance of the two constructs, it shows that their simultaneous presence contributes to knowledge sharing. This result also helps managers by highlighting that in order to leverage knowledge sharing it is necessary to signal the importance of the process for the company, as well as provide adequate information technology.

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.

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