Links among Interactivity, Identification, and Knowledge Sharing in Virtual Knowledge Communities: The Moderating Effect of Knowledge Dynamism

2012 ◽  
Vol 13 (2) ◽  
pp. 369-389
Author(s):  
Kwan Soo Hong
Keyword(s):  
Knowledge Sharing ◽  
Moderating Effect ◽  
Knowledge Communities

The Effect of Explicit Knowledge Sharing on Human Resource Performance Efficiency: Moderating Role of Human Capacity Development

2020 ◽  
Keyword(s):  
Human Resources ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Quantitative Study ◽  
Explicit Knowledge ◽  
Capacity Development ◽  
Moderating Effect ◽  
Wide Range ◽  
Human Capacity ◽  
The Impact

There are numerous causes responsible for attaining performance efficiency of human resource within the organizations. In this pursuit, the current research has been aimed to further evaluate the relationship exists between Explicit Knowledge Sharing (EKS) within organizations and performance efficiency of the human resources. A quantitative study for the said purpose has been undertaken to ascertain the impact of EKS on performance of human resources while considering the moderating effect of Human Capacity Development (HCD). Quantitative study approach was adopted, and a structured questionnaire was developed based on the relevant studies already conducted in this field. The questionnaires were distributed among 500 respondents, out of which 345 responded, which provided the researcher with 69% response rate. Population of the study comprises wide range of organizations such as Government, Non-Government, International & Private Sector, which were consulted for the primary data collection across the province of Khyber Pakhtunkhwa & Capital Territory of Islamabad by adopting Simple Random Sampling technique. Analysis were drawn through the application of statistical software tools i.e. Amos for factor analysis & SPSS for statistical analysis.The analysis of the data revealed that organizations with EKS practices, subsequently accomplishes efficiency in the performance of their human resources through a positive moderating effect of Human Capacity Development. The usefulness of findings has been endorsed through numerous studies by the local and international scholars of the area. Keywords: Explicit Knowledge Sharing, Human Resource Performance Efficiency, Knowledge Management, Knowledge Sharing

Open Collectivism and Knowledge Communities in Japan

2011 ◽  
pp. 1668-1671 ◽  
Author(s):  
Hideo Yamazaki
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Business Environment ◽  
Management Style ◽  
Management Styles ◽  
Knowledge Communities ◽  
Specific Approach ◽  
Japanese Management ◽  
Company Group ◽  
Japanese Companies

The aim of this article is to introduce an Eastern CoPs’ specific approach that is quite different from that of Western communities. In a collectivist prevalent societal type, the “sharing of feelings should come first, naturally followed by knowledge sharing” type of approach works very well even in a business environment. One of Japan’s traditional manufacturers has launched several interesting knowledge communities that are different from the accepted Western KM approach that emphasizes cost and effect straightforwardly. Their approach emphasized the generation of social networking on intranet first, and at a later stage, they proceeded to knowledge sharing through communities of practice. This “go slow to go fast” approach may look like one of the typical and traditional Japanese management styles. However, in this approach, the culture of this company group steadily changes from introverted and closed to extroverted and open. Their approach to build open and extroverted collectivism that is generated by knowledge communities could be one of the new management style prototypes of Japanese companies in the future.

Sharing Knowledge in Virtual Communities

2011 ◽  
pp. 1446-1453
Author(s):  
Iris Reychav ◽  
Jacob Weisberg
Keyword(s):  
Knowledge Sharing ◽  
Virtual Communities ◽  
Transfer Of Knowledge ◽  
Knowledge Communities ◽  
International Activities ◽  
The Creation

The ongoing expansion of organizations’ international activities has led to a search for solutions to assist in the creation and transfer of knowledge among them, in an attempt to increase their profits (Laurie, 2002). Knowledge sharing solutions describe three frameworks where knowledge sharing occurs: virtual communities, knowledge communities, and virtual knowledge communities.

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.

INNOVATION AND KNOWLEDGE SHARING OF SME IN AN EMERGING ECONOMY; THE MODERATING EFFECT OF TRANSFORMATIONAL LEADERSHIP STYLE

2019 ◽  
Vol 24 (04) ◽  
pp. 2050034
Author(s):  
SAMUEL AFRIYIE ◽  
JIANGUO DU ◽  
ABDUL-AZIZ IBN MUSAH
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
Service Sector ◽  
Moderating Effect ◽  
Validity Of Results ◽  
Transformational Leadership Style ◽  
Entrepreneurial Activities ◽  
Key Aspects ◽  
The Impact

Enriching the literature on innovation and knowledge management, this paper examines the impact of various types of innovation (product, process, marketing, and organization) on the knowledge sharing of SMEs through transformational leadership. A total of 437 samples were collected from SMEs owners/managers in the service sector of a developing economy through a quantitative method. The data were analyzed using a SMART PLS-SEM. The findings confirmed the hypotheses that innovation have a significant influence on knowledge sharing; whiles as transformational leadership had a non-moderating effect. Besides consolidating the existing theory on the importance of innovation for explaining a variation in knowledge sharing activities, the findings also inform SMEs and policymakers to be cautious of implementing transformational leadership style as it may have a non-moderating impact in today’s entrepreneurial activities. Finally, we believe that this study will provide researchers with some key aspects to explore in this area of study and encourage applications of objective and subjective measures to improve the validity of results.

The effect of subjective age on knowledge sharing in the public sector

2019 ◽  
Vol 49 (1) ◽  
pp. 303-323 ◽  
Author(s):  
Alessandra Lazazzara ◽  
Stefano Za
Keyword(s):  
Public Sector ◽  
Knowledge Sharing ◽  
Moderating Effect ◽  
Organisational Structure ◽  
Subjective Age ◽  
Content Type ◽  
Diverse Workforce ◽  
The Public ◽  
Work Related ◽  
The Relationship

Purpose The purpose of this paper is to examine whether subjective age – i.e., how old or young individuals experience themselves to be – affects explicit and tacit knowledge sharing (KS) in the public sector. Moreover, the study explores the moderating effect of three socio-organisational factors, namely KS attitude, co-workers age similarity and organisational structure, on the relationship between subjective age and KS. Design/methodology/approach Data were collected from employees working in public (n=144) and hybrid (n=263) Italian organisations. Hierarchical linear multiple regression analysis was employed to examine the multivariate effects on explicit and tacit KS. Findings Employees who perceive themselves to be older than they actually are experience lower explicit KS in the public sector. In addition, the moderating effect of age similarity and organisational structure on the relationship between subjective age and tacit KS was found to be significant. Practical implications This study may help managers and policy makers to manage age-diverse workforce operating in highly structured and formalised organisations and to develop HR programmes aimed at fostering KS. Originality/value This is the first study linking subjective age to KS in the public sector. This is an extremely interesting context due to the high average age and oldest workforce composition. In this way, the paper extends the literature on subjective age and work-related outcomes and may potentially contribute to the debate regarding KS practices in public organisations.

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