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.

Investigating the Effect of Information Technology and Key Determinants on Knowledge Sharing and Arriving at Employee Creativity

2021 ◽  
pp. 121-144
Author(s):  
Mahendra Kumar Sharma ◽  
Dilip Kumar
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Structural Equation Modeling ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Equation Modeling ◽  
Employee Creativity ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

The chapter aims to investigate the influence of information technology, trust, rewards, leadership, and organizational culture on the knowledge sharing behavior of the employees that ultimately drives employee creativity. Drawing from the literature on employee creativity, knowledge sharing, and its influencing variables, this paper proposed a model comprising all such prominent variables and tested it quantitatively. For this purpose, 405 questionnaires were collected at Indore, India, and structural equation modeling was used to test the hypotheses. The findings show that organizational culture followed by leadership was the prominent factor affecting the knowledge sharing behavior of employees. Information technology, trust, and rewards followed next, respectively. Employee creativity was found to be significantly affected by knowledge sharing behavior. The study augments the research on employee creativity and knowledge sharing.

scholarly journals Mediation Effects of Subjective Norms on the Relationship between Career Advancement and Job Characteristics and Knowledge Sharing Behavior among the Tanzanian Healthcare Professionals

2018 ◽  
Vol 20 (2) ◽  
pp. 187 ◽  
Author(s):  
Mohamed Abbasi Balozi ◽  
Siti Zubaidah Othman ◽  
Mohd Faizal Mohd Isa
Keyword(s):  
Knowledge Sharing ◽  
Career Advancement ◽  
Healthcare Professionals ◽  
Job Characteristics ◽  
Subjective Norms ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

This paper intends to examine the mediating effects of subjective norms on the relationship between career advancement and job characteristics and knowledge sharing behavior. Based on the social exchange theory, we establish a research model which contains job and organizational factors. We distributed 650 questionnaires, but only 439 questionnaires were returned and usable. The hypotheses were tested using Partial Least Squares Structural Equation Modeling (PLS-SEM). The study examines knowledge sharing behavior and its determinants. The results reveal that career advancement, job characteristics and subjective norms are positively and significantly related to knowledge sharing behavior. The findings depict that subjective norms have a partial positive and significant mediating effect on knowledge sharing behavior. This paper intends to identify knowledge sharing behavior and its determinants in Tanzanian healthcare institutions and among healthcare professionals. This is because there are only a few such studies in the context of Tanzania; therefore, this study offers a theoretical foundation for future studies and practical implications for administrators and practitioners.

Social network sites (SNS) for knowledge-sharing behavior among students

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Marsus Suti ◽  
Harmita Sari
Keyword(s):  
Social Capital ◽  
Knowledge Sharing ◽  
Online Survey ◽  
Virtual Communities ◽  
Survey Study ◽  
Equation Modeling ◽  
Future Research ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose This paper aims to investigate how social capital (e.g. structural, cognitive and relational) influences trust (e.g. cognitive-/affective-based trust), which includes influencing knowledge-sharing behavior for Indonesian Facebook users in the context of social networking sites. Design/methodology/approach Indonesian students were recruited for an online survey study. Structural equation modeling was used to test the research hypotheses. Findings Social capital has a crucial role in increasing cognitive-based trust and affective-based trust. Furthermore, affective-based trust is a partial mediator between social capital and knowledge-sharing behavior, whereas cognitive-based trust is a full mediator between social capital and knowledge-sharing behavior. Research limitations/implications This study is limited to Indonesian Facebook users. Future research needs to examine specific conditions, situational contexts and sub-cultures that may influence social capital, trust and knowledge-sharing behaviors of Facebook users in other parts of the world. Practical implications The education stakeholders can identify the user objectives and rational concerns to improve their social capital and trust and support their valuable and unique experiences to share knowledge. Originality/value This study contributes to the literature on virtual communities. Specifically, it considers how social capital influences trust, which subsequently affects knowledge-sharing behavior based on the uses and gratifications theory among Facebook users.

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.

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.

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.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

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.

Sign in / Sign up

Export Citation Format

Share Document