scholarly journals Knowledge Sharing Behaviour: the Effect of Psychological Safety on Balance Scorecard (BSC) Implementation

2018 ◽  
Vol 20 (1) ◽  
Author(s):  
Siti Rodiah ◽  
Ertambang Nahartyo
Keyword(s):  
Knowledge Sharing ◽  
Psychological Safety ◽  
Balance Scorecard

Transformational leadership and employee knowledge sharing: explore the mediating roles of psychological safety and team efficacy

2019 ◽  
Vol 24 (2) ◽  
pp. 150-171 ◽  
Author(s):  
Jielin Yin ◽  
Zhenzhong Ma ◽  
Haiyun Yu ◽  
Muxiao Jia ◽  
Ganli Liao
Keyword(s):  
Transformational Leadership ◽  
Emerging Markets ◽  
Knowledge Sharing ◽  
Psychological Safety ◽  
Intellectual Stimulation ◽  
International Context ◽  
Content Type ◽  
Team Efficacy ◽  
Inspirational Motivation ◽  
The Impact

Purpose This paper aims—based on past research works which have shown that transformational leadership has positive impact on knowledge sharing—to explore the impact of different leadership dimensions of transformational leadership on knowledge sharing and further to explore the mechanism through which transformational leadership affects employee knowledge sharing in China. Design/methodology/approach Based on the transformational leadership theory and the team learning theory, it is proposed that all four dimensions of transformational leadership, including intellectual stimulation, individualized consideration, inspirational motivation and idealized influence, have unique impact on employee knowledge sharing. It is further proposed that psychology safety and team efficacy mediate these relationships. Then data were collected from over 400 employees from knowledge-based companies in China to empirically test the proposed relationships with the method of structural equation modeling. Findings The results show that psychological safety fully mediated the impact of intellectual stimulation on knowledge sharing, and team efficacy fully mediated the impact of inspirational motivation on knowledge sharing. Both factors also mediated the impact of individualized consideration on knowledge sharing. The results thus provide empirical support for the impact of transformational leadership on employee knowledge sharing in an international context. Originality/value The past years have seen increasing interest in leadership and knowledge sharing in emerging markets, yet the mechanism through which leadership affects employee knowledge sharing remains understudied. This study explores the impact of different dimensions of transformational leadership on employee knowledge sharing, and further shows that psychological safety and team efficacy mediate these relationships in a collectivistic society where knowledge sharing is consistent with cultural norms. The findings help develop more robust knowledge sharing theories in the international context and provide insightful suggestions for management practitioners in emerging markets.

The Influence of Psychological Safety and Confidence in Knowledge on Employee Knowledge Sharing

2009 ◽  
Vol 11 (3) ◽  
pp. 429-447 ◽  
Author(s):  
Enno Siemsen ◽  
Aleda V. Roth ◽  
Sridhar Balasubramanian ◽  
Gopesh Anand
Keyword(s):  
Knowledge Sharing ◽  
Psychological Safety

Relationship Between the Motivational Language of School Administrators and Tacit Knowledge Sharing of Teachers

2020 ◽  
pp. 557-587
Author(s):  
Serdar Yener ◽  
Aykut Arslan
Keyword(s):  
Knowledge Sharing ◽  
Work Environment ◽  
Tacit Knowledge ◽  
School Administrators ◽  
Psychological Safety ◽  
Organisational Culture ◽  
Employee Voice ◽  
Critical Importance ◽  
Future Studies ◽  
Tacit Knowledge Sharing

This chapter investigates motivational language of school administrators and its effect on tacit knowledge sharing - which may hold vital and critical importance – by teachers at schools. While doing this, the contextual factors regarding organisational culture, such as the employee voice and perceived psychological safety are also taken into consideration. It is expected that the use of a motivational language by administrators that reduces uncertainty and helps create understanding and empathy, and which thus forms a positive environment that increase employee voice, will also have an effect on tacit knowledge sharing. Additionally, the effect of motivational language can be enhanced through psychological safety perceived by the employees, which in turn is dependent on the work environment. As such, a higher perception of psychological safety will tend to increase employee voice and the level tacit knowledge sharing. Finally, implications for knowledge literature and suggestions for future studies are also discussed.

Enabling knowledge sharing through psychological safety in inter-organisational arrangements

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Angel Eustorgio Rivera ◽  
Lucía Rodríguez-Aceves ◽  
Barbara I. Mojarro-Duran
Keyword(s):  
Knowledge Sharing ◽  
Latin American ◽  
Psychological Safety ◽  
Working Environment ◽  
Quadratic Assignment ◽  
Contextual Variables ◽  
Content Type ◽  
Relational Approach ◽  
Work Related ◽  
Group Concept

Purpose This study aims to generate additional insights into the relationship between knowledge sharing (KS) and psychological safety (PS) in an inter-organisational arrangement through the lens of the knowledge-based view and PS theory. Design/methodology/approach A relational data survey was designed to collect systematic information from key actors in two manufacturing organisations. The questionnaire assessed KS as the dependent variable and four independent variables – three behavioural (respect, tolerance, trust) and one contextual (suitable working environment) – as proxies of PS. The multiple regression quadratic assignment procedure was used to analyse the effect of PS on KS. Findings This paper strengthens the findings of previous studies that identify PS as a relevant antecedent of KS in organisations. Additionally, the paper also suggests that a relational approach is more relevant to understand PS as a group concept measured through networks of respect, tolerance, trust and suitable working environments. Practical implications This study may help managers identify ways in which they can strengthen the work-related relationships when such behavioural and contextual variables occur in inter-organisational arrangements, and thus obtaining additional relational rents based on an increase in KS. Originality/value This study contributes to the literature on how KS in organisations is driven by behavioural and contextual variables that can be operationalised as PS. Moreover, this study expands the understanding of previous research on PS by taking a relational approach to its conceptualisation and measurement within a Latin American context.

Age-Diverse Training Groups: How Knowledge Sharing & Psychological Safety Promote Learning Outcomes

2015 ◽  
Vol 2015 (1) ◽  
pp. 11691 ◽  
Author(s):  
Fabiola Heike Gerpott ◽  
Ramon Wenzel ◽  
Nale Lehmann-Willenbrock ◽  
Sven Constantin Voelpel
Keyword(s):  
Knowledge Sharing ◽  
Learning Outcomes ◽  
Psychological Safety ◽  
Training Groups

scholarly journals Behavioural operations in healthcare: a knowledge sharing perspective

2016 ◽  
Vol 36 (10) ◽  
pp. 1222-1246 ◽  
Author(s):  
Matteo Mura ◽  
Emanuele Lettieri ◽  
Giovanni Radaelli ◽  
Nicola Spiller
Keyword(s):  
Best Practices ◽  
Knowledge Sharing ◽  
Interpersonal Relationships ◽  
Idea Generation ◽  
Psychological Safety ◽  
Structural Equations ◽  
Knowledge Assets ◽  
Content Type ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to provide arguments and empirical evidence that different knowledge sharing behaviours – i.e. sharing best practices, sharing mistakes, seeking feedbacks – are promoted and enabled by different types of knowledge assets, and differently affect employees’ innovative work behaviours. Design/methodology/approach The research framework includes four sets of constructs: employees’ innovative work behaviour, knowledge sharing, knowledge assets, psychological safety. The literature-grounded hypotheses were tested collecting data from healthcare professionals from three hospice and palliative care organisations in Italy. In all, 195 questionnaires were analysed using structural equations modelling technique. Findings First, findings show that the linkage between knowledge assets and knowledge sharing is both direct and indirect with psychological safety as relevant mediating construct. The linkage between relational and structural social capital and seeking feedbacks and sharing mistakes is fully mediated by psychological safety. Second, findings show that each dimension of knowledge sharing affects the different dimensions of employees’ innovative work behaviour – i.e. idea generation, idea promotion, idea implementation – in a distinct manner. While sharing of best practices influences all of them, seeking feedbacks affects idea promotion and sharing mistakes influences idea implementation. Practical implications The results provide operations managers with a clearer picture of how to pursue improvements of current operations by leveraging on knowledge sharing among employees through the creation of numerous, high-quality interpersonal relationships among employees, based on rich and cohesive network ties. Originality/value This study, by adopting a micro-level perspective, offers an original perspective on how knowledge assets and knowledge sharing initiatives may contribute to the engagement of innovative work behaviour by employees.

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