scholarly journals The effect of organizational culture on knowledge sharing among academic staff holding an administrative position in university

2014 ◽  
Vol 1 (3) ◽  
pp. 21-25
Author(s):  
Mohammad Mahmoud ◽  
Amran Md Rasli ◽  
Mohd Fauzi bin Othman ◽  
Bawer Marwan Abdulahad
Keyword(s):  
Information Technology ◽  
Organizational Culture ◽  
Social Interaction ◽  
Knowledge Sharing ◽  
Academic Staff ◽  
Primary Source ◽  
Administrative Positions ◽  
Public And Private ◽  
Public And Private Sector ◽  
Support Information

Knowledge sharing is the primary source of gaining competitive advantage and achieving long term success. Knowledge sharing is affected by many factors and the foremost of them is the culture of an organization. Organizational culture will help in developing the knowledge sharing practices among the members of an organization and achieve organizational objectives. The aim of the present study; firstly, to find out how the culture affects knowledge sharing in UTM (Universiti Teknologi Malaysia) and which of the cultural factors are more prevalent in developing knowledge sharing practices; secondly, to determine the level of knowledge sharing among the academic staff holding administrative positions in various faculties and departments of the university. Using quantitative approach, data was collected through survey questionnaire from a sample of 132 respondents. The analysis was carried out using descriptive and inferential statistics. Three of the dimensions of OC, workgroup support, information technology, and social interaction are found to be most significant in UTM, while reward system is found to be insignificant. Knowledge sharing is found to be high among academic staff holding administrative posts. The study concludes that organizational culture factors, workgroup support, information technology and social interaction are the most important factors that are helping in enhancing knowledge sharing in UTM. Finally, some recommendations related to the future studies are also included like investigating all levels and incorporating both administrative and academic staff, comparison with other public sector universities and between public and private sector universities.

Harnessing the Expert Knowledge of Older Workers: Issues and Challenges

2006 ◽  
Vol 05 (01) ◽  
pp. 63-72 ◽  
Author(s):  
Carmel Joe ◽  
Pak Yoong
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Older Workers ◽  
Expert Knowledge ◽  
Future Research ◽  
Public And Private ◽  
Knowledge And Skills ◽  
Face To Face ◽  
Transferable Skills ◽  
Public And Private Sector

This paper reports part of a study that examines how to harness the expert knowledge of older workers. Five older workers, from both public and private sector organisations, were interviewed face to face regarding their potential contributions to other colleagues based on their expertise on work practices. Preliminary results revealed the following set of issues and challenges: (a) challenges in transitioning to retirement; (b) relevant and transferable skills and knowledge; (c) organisational readiness in retaining knowledge and skills; and (d) the use of information technology to support knowledge sharing. The implications of these findings for future research will be discussed.

Significance of Job Attitudes and Motivation in Fostering Knowledge Sharing Behaviour Among Bank Personnel

2021 ◽  
Vol 20 (01) ◽  
pp. 2150003
Author(s):  
Muhammad Umar ◽  
Maqbool Hussain Sial ◽  
Syed Ahmad Ali
Keyword(s):  
Job Satisfaction ◽  
Knowledge Sharing ◽  
Job Involvement ◽  
Job Attitudes ◽  
Partial Least Square ◽  
Least Square ◽  
Future Research ◽  
Public And Private ◽  
Knowledge Intensive ◽  
Public And Private Sector

This research examines the association of job attitudes (i.e. job involvement, job satisfaction, and commitment) with knowledge sharing behaviour of bank personnel through behavioural antecedents (i.e. motivation, attitude, and intentions to share knowledge). The hypothesised relationships among job attitudes (excluding job involvement), behaviour antecedents, and knowledge sharing behaviour are significant and consistent. Notably, the association of job satisfaction with the motivation to share knowledge is insignificant. The survey results are based on data from a stratified multistage cluster sample of 316 public and private sector bank professionals from Pakistan, analyzed using Partial Least Square (PLS)-Structure Equation Modelling (SEM). The research provides a framework for theoretical and practical implications in knowledge-intensive organisations to foster knowledge sharing that increases individual as well as organisational productivity. The study paves the way for future research by including knowledge-oriented leadership, culture, trust, knowledge governance, and citizenship behaviour in the current framework for analysis in diverse geographical and demographical contexts.

An integrated understanding of academics knowledge sharing behaviour

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Sabbir Rahman ◽  
Fadi Abdel Muniem Abdel Fattah ◽  
Hasliza Hassan ◽  
Tayeenul Haque
Keyword(s):  
Knowledge Sharing ◽  
Work Environment ◽  
Structural Equation ◽  
Academic Staff ◽  
Comparative Investigation ◽  
Public And Private ◽  
Content Type ◽  
Mediating Role ◽  
Positive Effects

Purpose The purpose of this study is to examine the underlying functions of sense of spirituality (SS), emotional intelligence (EI) and perceived work environment (PWE) towards knowledge sharing behaviour (KSB) among the academic staff of higher learning institutions (HLIs) through a comparative investigation. This study extends the investigation by examining the relationship between SS and KSB through the mediating role of EI. The moderating role of PWE between SS and KSB was also tested. Design/methodology/approach The sample comprised 300 responses from 150 Bangladeshi and 150 Malaysian academic staff of public and private HLIs. Convenient sampling tools were used. Structural equation modelling (SEM) was used to analyse the proposed model and hypotheses. The study explains the differences and similarities in KSB practices concerning SS, EI and PWE of the academic staff from the two countries’ HLIs. Findings The results support the direct positive effects of SS on KSB. The two data sets also support the indirect effects of SS on KSB through the mediation of EI. However, the results indicate that SS only promoted KSB among individuals with high levels of PWE in their respective institutions. For individuals with low levels of PWE, SS did not affect KSB. Practical implications The management of HLIs should engage their experiences and those of newly hired academic staff in the KSB process. However, in facilitating KSB culture among the academic staff, HLIs need to foster the staff’s SS, which ultimately improvises the EI to strongly influence KSB. The management of HLIs understands that SS may be inefficient in promoting KSB among employees with low PWE. Authorities of HLIs need to facilitate a quality work environment to enhance the association between SS and KSB. Originality/value This study is one of the initial attempts to investigate KSB by considering SS, EI and PWE in the context of Bangladesh and Malaysia HLIs. The findings of the study can serve as inputs to HLIs in developing best practices across KSB dimensions and improving academic staff performance.

scholarly journals Cognitive processes, rewards and online knowledge sharing behaviour: the moderating effect of organisational innovation

2020 ◽  
Vol 24 (6) ◽  
pp. 1241-1261 ◽  
Author(s):  
Tuyet-Mai Nguyen ◽  
Ashish Malik
Keyword(s):  
Private Sector ◽  
Knowledge Sharing ◽  
Self Efficacy ◽  
Moderating Effects ◽  
Public And Private ◽  
Intrinsic Rewards ◽  
Content Type ◽  
Organisational Innovation ◽  
Public And Private Sector ◽  
The Relationship

Purpose Online knowledge sharing is a critical process for maintaining organisational competitive advantage. This paper aims to develop a new conceptual framework that investigates the moderating impacts of innovation on self-efficacy, extrinsic and intrinsic rewards on employees’ online knowledge sharing behaviour in public and private sector companies. Design/methodology/approach This research analysed 200 responses to test the moderating effects of organisational innovation on the relationship between self-efficacy and rewards and online knowledge sharing behviours. The analysis was carried out using component-based partial least squares (PLS) approach and SmartPLS 3 software. Findings The results reveal that self-efficacy significantly affects online knowledge sharing behaviour in firms, regardless of the organisation type. Extrinsic rewards encourage employees in private companies to share knowledge online, whereas intrinsic rewards work effectively in public companies. Additionally, the study found the moderating role of organisational innovation in examining the relationship between rewards and online knowledge sharing behaviour. Research limitations/implications Future research may consider different dimensions such as knowledge donating and collecting behaviours as well as motives, such as self-enjoyment, reciprocity or social interaction ties, which may be investigated to get a deeper understanding of online knowledge sharing behaviour. Practical implications Firms must tailor training and rewards to suit employees’ abilities and needs so as to align with organisation type and innovation. Originality/value The study’s distinctive contribution is the under-researched context of Vietnamese public and private sector banks for investigating the moderating effects of organisational innovation on micro and meso factors on online knowledge sharing behaviour.

تشخيص الثقافة التنظيمية في مؤسسات القطاعين العام والخاص حول عمل المرأة الإماراتية وتوليها مناصب إدارية وقيادية عليا

2016 ◽  
Vol 1 (2) ◽  
Author(s):  
Abdulfattah Yaghi
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Women's Work ◽  
Convenience Sample ◽  
Public And Private ◽  
The Public ◽  
Women’S Work ◽  
National Values ◽  
Private Sector Organizations ◽  
Public And Private Sector

<p dir="RTL">هدفت هذه الدراسة إلى تشخيص الثقافة التنظيمية في مؤسسات القطاعين العام والخاص من خلال استطلاع آراء الموظفين الإماراتيين حول عمل المرأة الإماراتية وتوليها مناصب إدارية وقيادية عليا. وتم استخدام أسلوب المسح الميداني بتوزيع 1500 استبياناً خاصا بالدراسة على عينة عشوائية متيسرة من الموظفين الإماراتيين العاملين في مختلف الإمارات السبع في الدولة وتم استرجاع 1026 استبيانا مكتملا منها. وقد أظهرت نتائج تحليل التباين الأحادي وتحليل الانحدار المتعدد أنّ الموظفين يؤيدون عمل المرأة المواطنة خارج بيتها لكن مع وجود تخوف من أن يكون هذا العمل على حساب بيتها وأسرتها. كما أنّ الموظفين يؤيدون تولي المرأة الإماراتية مناصب إدارية وقيادية عليا في مؤسساتهم ويثقون بقدرتها على القيام بمهام هذه الوظائف. كما أظهر التحليل أن النساء الإماراتيات يفضلن العمل في وظائف تختلف عن تلك التي يفضلها لهن الرجال مع تشابه الطرفين في تفضيل عمل المرأة المواطنة في الوظائف الحكومية عموما. وقد تأثرت آراء الموظفين بعوامل رئيسية هي الجنس ومستوى التعليم ودرجة التمدن والتمسك بالقيم والعادات والتقاليد الإماراتية ودرجة المحافظه أو التحرر. وقد تمت مناقشة هذه النتائج وارتباطها بالثقافة التنظيمية وثقافة المجتمع في الإمارات العربية المتحدة.</p><p dir="RTL"> <strong><em>كلمات محورية</em></strong>: ثقافة تنظيمية، عمل المرأة، الإمارات، وظائف قيادية</p><p dir="RTL" align="right"><strong>Examining the Organizational Culture of Public and Private Sector Organizations about the Work of Emirati Women and their Appointment in Administrative and Top Leadership Positions</strong></p><p>The purpose of the present study was to examine organizational culture in the public and private sectors by exploring Emirati employees’ opinion about local women’s work and leadership capabilities. Survey was used to collect responses from a convenience sample of 1500 employees of which 1026 were completed and analyzed using SPSS. Univariate and multivariate analyses showed that employees supported women’s work outside home but with concern that such work might come on the expense of their families. Employees also supported women’s appointment in administrative and leadership top positions with confidence in their leadership capabilities. Although expressed similar opinions, men were less supportive of women and have preferred different jobs for local women with governmental jobs being marked as the most suitable for Emirati women by both genders. Those opinions were influenced by employee’s gender, education, urbanization, commitment to national values, and liberalism. These findings have been discussed in relationship with organizational culture and culture of the society. <strong><em></em></strong></p><p><strong><em>Keywords</em></strong>: Women Work, Emirates, Leadership, Public Sector, Private Sector, Organizational Culture</p><!--[if gte mso 9]><xml> <o:OfficeDocumentSettings> <o:AllowPNG/> </o:OfficeDocumentSettings> </xml><![endif]-->

scholarly journals Deliberation of Fraud Triangle Theory: A Comparison among Public and Private Commercial Banks of Sindh, Pakistan

2020 ◽  
Vol V (I) ◽  
pp. 336-348
Author(s):  
Vivek Anand ◽  
Muhammad Qasim Nizamani ◽  
Farheen Qasim Nizamani
Keyword(s):  
Internal Control ◽  
Commercial Banks ◽  
Primary Source ◽  
Fraud Triangle ◽  
Public And Private ◽  
Financial Pressure ◽  
Private And Public ◽  
Triangle Theory ◽  
Public Banks ◽  
Public And Private Sector

The research has been conducted to apply the most fundamental concept of fraud triangle theory, introduced by Donald Cressey's in 1950-53, to private and public commercial banks of Sindh, Pakistan. According to this theory, Donald Cressey identified that when three-component/factor i-e pressure, opportunity, and rationalization, comes into an individual's life, he is very likely to commit fraud. Eight different hypotheses are drawn for this study to test the elements of the fraud triangle in public and private sector banks. The study adopted a primary source of data collection, with a sample size of 600 distributed to respondents of the two largest bank of Pakistan, i-e, the National Bank of Pakistan and Habib Bank Limited. The statistical Mann-Whitney U-Test applied to test the hypotheses. The results of the study disclosed that the employees in public sector banks in Sindh, facing more financial pressure, the internal control of public banks is also week; hence fraudsters find more opportunities to commit fraud and the employees working in public banks also behave rationalization for their illicit activities.

scholarly journals Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance

2016 ◽  
Vol 2 (4) ◽  
pp. 1
Author(s):  
Paul L. Flemming
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Organizational Behavior ◽  
Employee Performance ◽  
The United States ◽  
Conventional Theory ◽  
Public And Private ◽  
The Public ◽  
Significant Difference ◽  
Public And Private Sector

Conventional theory, which holds that there is a significant difference between leadership in the public and private sectors as leaders manage organizational culture to achieve strategic performance, has begun to be disputed by recent scholars in organizational behavior. The purpose of this study was to validate the views of organizational practitioners that private sector leaders are best suited to facilitate organizational efficiency by examining the link between leaders, culture, and employee performance. The Multifactor Leadership Questionnaire (MLQ) was distributed to middle managers (N=200) who worked in public and private sector organizations across the United States Virgin Islands to examine how the leaders used organizational culture to improve their organizations’ performances. The study found that leadership practices in both sectors have significant effects on performance. While the hierarchy culture was dominant in government agencies dictating effectiveness is the adherence to strict rules and regulations, the criteria of effectiveness most prominent in the private sector was market culture evident in the achieving of goals, outpacing the competition, increasing market share, and acquiring premium levels of financial returns. These findings suggest that, contrary to conventional theory, those leaders with the greatest organizational success are not restricted only to the private sector; but they are also evident in the public sector. This study concluded that leadership in both the public and the private sectors can induce a significant level of performance when strategies are aligned with organization’s culture and objectives as these organizations developed, grow, and mature.

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