Impression management tactics of protégés and mentors' knowledge-sharing behavior

2016 ◽  
Vol 44 (11) ◽  
pp. 1825-1838 ◽  
Author(s):  
Zhenyuan Wang ◽  
Huiping Zhang ◽  
Xi Chen ◽  
Yongjia Duan
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Impression Management ◽  
Future Research ◽  
Mentoring Program ◽  
Knowledge Sharing Behavior ◽  
Impression Management Tactics ◽  
The Relationship ◽  
Sharing Behavior ◽  
Management Tactics

Given its contribution to organizational knowledge management, a mentoring program is considered to be beneficial for knowledge sharing within organizations. However, little is known about how this benefit occurs. Therefore we conducted an empirical study of protégés' impression management tactics and mentors' knowledge sharing with 209 people employed by organizations in China and obtained the following findings: (a) Protégés' mentor-focused and self-focused tactics were positively related to mentorship quality, whereas their job-focused tactics were unrelated to mentorship quality; (b) mentorship quality was positively related to the mentors' knowledge-sharing behavior, and (c) the relationship between the protégés' mentor-focused tactics and mentors' knowledge-sharing behavior was mediated by mentorship quality, as was the relationship between the protégés' self-focused tactics and mentors' behavior. The implications and limitations of the study are discussed, and directions for future research are suggested.

scholarly journals Organizational Culture and Knowledge Sharing Behavior: Examining Serial Mechanisms

2018 ◽  
Vol 5 (1) ◽  
pp. 33
Author(s):  
Saliha Gul Abbasi ◽  
Ghulam Dastgeer
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Equation Modeling ◽  
Future Research ◽  
Governance Mechanism ◽  
Formal Knowledge ◽  
Knowledge Sharing Behavior ◽  
Knowledge Governance ◽  
The Relationship ◽  
Sharing Behavior

This study aims to examine how hierarchy organizational culture affect the knowledge sharing behavior of teachers in higher education institutions and universities and its mediated link through formal knowledge governance mechanism and knowledge sharing opportunity. A sample of 269 teachers was drawn from university teachers in Pakistan and structural equation modeling is used to test the hypotheses. The results of this study suggest that first, hierarchy organizational culture is positively associated with knowledge sharing behavior of teachers. Second, formal knowledge governance mechanism fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Third, knowledge sharing opportunity fully mediated the relationship between hierarchy organizational culture and knowledge sharing behavior. Finally, the relationship between hierarchy organizational culture and knowledge sharing behavior is sequentially and fully mediated by formal knowledge governance mechanism and knowledge sharing opportunity. Theoretical and managerial implications are discussed followed by limitations of the study along with suggestions for future research.

Knowledge Sharing Cultural Dimensions from Team and Organization Perspective

2017 ◽  
pp. 57-75
Author(s):  
Satyendra C Pandey
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Success Factors ◽  
Organization Structure ◽  
Cultural Dimensions ◽  
It Infrastructure ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

Process view of Knowledge Management (KM) suggests that KM can be broken down into a series of processes commonly labeled as knowledge creation, storage, sharing and application. Out of these, KM literature identifies knowledge sharing as most important and complex. Literature also suggests that knowledge sharing and culture is not studied under both the perspective of a team and organization. Other import success factors for KM are IT infrastructure and organizational structure. IT is important in how knowledge travels and is accessed in the organization. Structure acts both as a bridge and a barrier in KM process. Of all the factors identified, culture remains the most understudied and complex. This chapter seeks to investigate and set a precursor to study the relationship between cultural dimensions which are not very well defined, yet important in knowledge sharing behavior. Dimensions of culture which are found to be important are trust and cooperation. Chapter also highlights the need of studying this from team as well as organization perspective.

Knowledge Sharing Cultural Dimensions from Team and Organization Perspective

2017 ◽  
pp. 908-921
Author(s):  
Satyendra C Pandey
Keyword(s):  
Knowledge Management ◽  
Organizational Structure ◽  
Knowledge Sharing ◽  
Success Factors ◽  
Organization Structure ◽  
Cultural Dimensions ◽  
It Infrastructure ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

Process view of Knowledge Management (KM) suggests that KM can be broken down into a series of processes commonly labeled as knowledge creation, storage, sharing and application. Out of these, KM literature identifies knowledge sharing as most important and complex. Literature also suggests that knowledge sharing and culture is not studied under both the perspective of a team and organization. Other import success factors for KM are IT infrastructure and organizational structure. IT is important in how knowledge travels and is accessed in the organization. Structure acts both as a bridge and a barrier in KM process. Of all the factors identified, culture remains the most understudied and complex. This chapter seeks to investigate and set a precursor to study the relationship between cultural dimensions which are not very well defined, yet important in knowledge sharing behavior. Dimensions of culture which are found to be important are trust and cooperation. Chapter also highlights the need of studying this from team as well as organization perspective.

Fostering Managers' Knowledge-sharing Behavior: The Impact of the Employee–Organization Relationship

2016 ◽  
Vol 44 (4) ◽  
pp. 669-677 ◽  
Author(s):  
Hui-Ru Cai ◽  
Min Li ◽  
Pian-Pian Guan
Keyword(s):  
Knowledge Sharing ◽  
Social Cognitive ◽  
Future Research ◽  
Reinforcement Theory ◽  
Knowledge Sharing Behavior ◽  
Level Of Knowledge ◽  
The Impact ◽  
The Relationship ◽  
Sharing Behavior ◽  
Frontline Managers

Fostering managers' knowledge sharing is very important in the utilization and leverage of organizational knowledge. In this study, we used social cognitive reinforcement theory, which is derived from social learning theory, to examine how the employee–organization relationship (EOR) influences managers' knowledge-sharing behavior. We surveyed 550 frontline managers from 19 Chinese companies regarding the 2 components of EOR (expected contributions and offered inducements) and knowledge sharing. The results showed that expected contributions positively influenced knowledge sharing, and that offered inducements reinforced the relationship between the employee and the organization. Thus, compared to other approaches, a mutual investment approach, in which employers expect high levels of employee contributions and offer extensive inducements, will foster a higher level of knowledge sharing. Implications for future research are discussed.

scholarly journals Psychological Well-Being, Knowledge Management Behavior and Performance: The Moderating Role of Leader-Member Exchange

2021 ◽  
Vol 12 ◽  
Author(s):  
Cheol Young Kim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Well Being ◽  
Leader Member Exchange ◽  
Psychological Well Being ◽  
Knowledge Sharing Behavior ◽  
Member Exchange ◽  
And Performance ◽  
The Relationship ◽  
Sharing Behavior

Knowledge is considered an essential resource and key to competitiveness. The behavior of sharing knowledge is an essential activity for the prosperity of the organization. For individuals, however, sharing knowledge can present a dilemma by giving up the exclusive right to certain knowledge that they own. This study identifies the psychological well-being as a leading factor in facilitating knowledge-sharing in dilemma situations. The author classified knowledge management behavior into sharing, hiding, and manipulating behavior, and studied them as mediators linking psychological well-being and performance. And to check the influence of the quality of the exchange relationship, leader-member exchange was used as a moderator. For the empirical analysis, 333 members from 12 organizations were surveyed by using different sources and times. Hierarchical regression analysis and bootstrapping analysis were conducted for verification of hypothesis. Results demonstrated that the psychological well-being influence directly on knowledge-sharing, -hiding, and -manipulating behaviors and indirectly on performance. In the multi-mediation test, only knowledge-sharing behavior mediated the relationship between psychological well-being and performance. And the moderating effect of leader-member exchange was significant only in the relationship between psychological well-being and knowledge-sharing behavior. This study contributes to the performance, knowledge management and positive psychology research fields, and suggests practical implications.

A learning organization perspective on knowledge-sharing behavior and firm innovation

2006 ◽  
Vol 25 (4) ◽  
pp. 227-236
Author(s):  
Li-Fen Liao
Keyword(s):  
Knowledge Sharing ◽  
Learning Organization ◽  
Significant Relationship ◽  
Shared Vision ◽  
Firm Innovation ◽  
Positive Effects ◽  
Knowledge Sharing Behavior ◽  
Relationship Of ◽  
The Relationship ◽  
Sharing Behavior

Sharing knowledge and firm innovation are the crucial ways to sustain competitive advantage. This study builds a nested model to test the relationship between learning organization, knowledge-sharing behavior, and firm innovation. Data gathered from 254 employees were used to examine the relationship of the learning organization to employees' knowledge-sharing behavior and firm innovation. The results indicate that open-mindedness, shared vision and trust have positive effects on both knowledge-sharing behavior and firm innovation. While commitment to learning does not shows significant relationship on knowledge-sharing behavior and firm innovation. Communication has significance on firm innovation but not significance on knowledge-sharing behavior.

Introducing a Model of Relationship Between Knowledge Sharing Behavior and Organizational Citizenship Behavior and Positively Orientated Organizational Behavior

2018 ◽  
Vol 14 (3) ◽  
pp. 21-36 ◽  
Author(s):  
Tayebeh Sadegh ◽  
Reyhaneh Mohammad Khani ◽  
Fatemeh Modaresi
Keyword(s):  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Psychological Capital ◽  
Psychological Empowerment ◽  
Citizenship Behavior ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This study investigates the effects of employees' positively oriented organizational behavior and organizational citizenship behavior (OCB) use on knowledge sharing behavior after a two-month period. Based on previous research, it was expected that: (1) organizational citizenship behavior would be positively related to knowledge sharing behavior; (2) psychological capital would be positively related to knowledge sharing behavior; (3) OCB would mediate the relationship between psychological capital and knowledge sharing behavior; (4) psychological empowerment would be positively related to knowledge sharing behavior; and (5) OCB would mediate the relationship between psychological empowerment and knowledge sharing behavior. Results provided support for the direct effects of OCB, psychological capital and psychological empowerment on knowledge sharing behavior. Psychological capital and psychological empowerment were each indirectly related to knowledge sharing behavior, mediate by OCB. To be more precise, individuals with higher level of psychological capital and psychological empowerment were not only more likely to participate in organizational citizenship behavior but having a higher level of positively orientated organizational behavior made them to engage more in knowledge sharing behavior two months later.

Exploring the Determinants Affecting Academics' Knowledge-Sharing Behavior in United Arab Emirates Public Universities

2018 ◽  
pp. 151-191 ◽  
Author(s):  
Huda Skaik ◽  
Roslina Othman
Keyword(s):  
Knowledge Sharing ◽  
United Arab Emirates ◽  
Structural Model ◽  
Measurement Model ◽  
Subjective Norms ◽  
Web Based ◽  
Analysis Process ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This chapter investigates knowledge-sharing practice among academics, examines the relationship between knowledge-sharing behavior and its predictors based on theory of planned behavior, and identifies the motivators and barriers affecting these predictors. Data were collected using a web-based questionnaire. Using SPSS and PLS-SEM, the analysis process involved (1) measuring the extent of knowledge sharing practice, (2) assessing the measurement model, (3) assessing the structural model, (4) testing the hypotheses, (5) validating research model fit. Results showed (1) great extent of knowledge-sharing practice, (2) knowledge-sharing behavior is significantly affected by intention, which is affected by attitude, subjective norms, self-efficacy, but not affected by controllability, (3) attitude is positively affected by trust and reputation as motivators of knowledge sharing, while controllability is negatively affected by lack of time and poor communication as barriers of knowledge sharing. This is the first research on knowledge-sharing behavior in higher education in UAE.

Modelling Knowledge Sharing Behavior With Behavioral Intention and Interpersonal Trust

2020 ◽  
pp. 148-170
Author(s):  
Toshali Dey ◽  
Susmita Mukhopadhyay
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Structural Equation ◽  
Affective Commitment ◽  
Interpersonal Trust ◽  
Knowledge Management System ◽  
Affective Trust ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

With the growing determination to sustain in the competitive market, organizations are focusing more on developing their knowledge management system. The purpose of this study is to examine the effect of knowledge sharing intentions (KSI) and affective trust (AT) on knowledge sharing (KS) behavior of employees. Additionally, the mediating influence of affective commitment (AC) of the employees in this relationship is also studied. This study uses data from a sample of 246 managers in Indian private sector firms and employs a structural equation modelling approach to test the proposed hypotheses. The findings of this study show that contrary to the results of prior research, KSI does not affect KS behavior directly. Rather, it acts indirectly through AC, which is necessary for increasing employees' loyalty and willingness to share their knowledge. Moreover, the results indicated that AT has an indirect influence on employees' KS behavior via KSI. Implications and limitations and future scope of the study have also been discussed.

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