scholarly journals Human resource practices and knowledge sharing: The moderating role of trust

2016 ◽  
Vol 5 (1) ◽  
pp. 15-23 ◽  
Author(s):  
Uzma Pervaiz ◽  
Muhammad Imran ◽  
Qudsia Arshad ◽  
Rabia Haq ◽  
Muhammad Kamran Khan
Keyword(s):  
Knowledge Sharing ◽  
Human Resource ◽  
Human Resource Practices ◽  
Moderating Role

scholarly journals The Role of Organizational Culture and Human Resource Management Practices in Strengthening the Effect of Leadership on Knowledge Sharing (A Study at Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia)

2016 ◽  
Vol 1 (1) ◽  
pp. 72-80
Author(s):  
Armanu Thoyib ◽  
Noermijati Noermijati ◽  
Nadiyah Hirfiyana Rosita
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
General Hospital ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Practices ◽  
Human Resource Management Practices

Objective - The results of previous studies showthat leadership has a positive effect on knowledge sharing. However, there was a lack of studies which could prove that organizational culture and human resource practices can strengthen the effect of leadership on knowledge sharing. The objective of this study isto explain the role of organizational culture and human resource practices as moderating variables for the effect of leadership on knowledge sharing. Methodology/Technique - The study was conducted at the Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia. The number of respondents were 55 nurses. The WarpPLS program was utilized to obtain analysis of the study. Findings – The results of the study showthat both organizational culture and human resource practices are not strong enough to serve as moderators for the effect of leadership on knowledge sharing. Novelty - This study shares the idea that both organizational culture and human resource management practices cannot serve as moderating variableswhich can affect transformational leadership in health service organizations. In this case, the nurses' knowledge sharing. This study also generated an advanced idea for verification. Type of Paper - Empirical Keywords: Leadership, Knowledge Sharing, Organizational Culture, Human Resource Management Practices, Nurse. JEL Classification: M12, M14.

scholarly journals Role of HRIS and Knowledge Sharing Behaviour towards Innovation Capability: Moderating role of Organizational Citizenship Behaviour

2021 ◽  
Vol 3 (2) ◽  
pp. 237-261
Author(s):  
Madiha Shaikh ◽  
Mohsin Diwan ◽  
Ramesh Kumar
Keyword(s):  
Knowledge Sharing ◽  
Human Resource ◽  
Organizational Citizenship ◽  
Innovation Capability ◽  
Resource Information ◽  
Innovation Capacity ◽  
The Impact ◽  
The Relationship ◽  
Moderating Role

The objective of the study was to examine the impact of HRIS usage and knowledge sharing behaviour on the innovation capability of banking sector employees. The study also investigated the moderating role of organizational citizenship behaviour in the effect of HRIS usage and knowledge sharing behaviour on innovation capability. Resource-Based View and Organizational Citizenship Behaviour theories are applied in this research. This study is based on a quantitative approach for data collection and the data was examined using a correlational research design. The target population of this study is based on the employees of private banks of Karachi, Pakistan. The sample size was 187 responses which were analyzed using linear regression. The results showed that human resource information system usage has a positive and significant effect on employee’s innovation capacity. Similarly, knowledge-sharing behaviour was also found positive but had an insignificant effect on employee’s innovation capacity. The results also demonstrated that organizational citizenship behaviour has a positive and significant moderated effect on the relationship of human resource information systems and employee’s innovation capacity and in the relationship between knowledge-sharing behaviour and employee’s innovation capacity. This study provides a model to management leaders and practitioners who can look into employees’ creative capabilities and leverage them. The study suggests that certain actions need to be implemented by top management to foster a positive attitude towards employees' innovation capacity through proper HRIS usage and knowledge-sharing behaviour over the span of time. Lastly, implications and avenues for future research are also suggested at the end of the paper.

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