A Comprehensive Relational Model of Factors Influencing Knowledge Sharing

2016 ◽  
pp. 1881-1905
Author(s):  
Shang Shanshan
Keyword(s):  
Knowledge Sharing ◽  
Empirical Test ◽  
Influential Factors ◽  
Organization Culture ◽  
Relational Model ◽  
Management Support ◽  
Factors Affecting ◽  
Top Management Support ◽  
Knowledge Implementation ◽  
Almost All

This chapter aims to get the main factors affecting knowledge sharing and their influencing route so that to promote knowledge implementation through theory analysis and empirical test. The paper collects almost all the factors that have significant influence on knowledge sharing from a large amount of relative researches, and classifies the effect of factors as direct, indirect, mediate and moderate effect. Based on the deep review and analysis, the paper selects top management support, organization culture, social relationship, attitude to knowledge sharing, self-efficacy, trust, motivation, intention to knowledge sharing, IT, and training as the major influential factors and proposes a comprehensive relational model according to the effects of the factors. Finally, the paper verifies the model and examines the effects of the factors by empirical test through the data collected from questionnaires. The findings can give some guidance to managers and scholars.

A Comprehensive Relational Model of Factors Influencing Knowledge Sharing

2014 ◽  
Vol 10 (1) ◽  
pp. 1-25 ◽  
Author(s):  
Shang Shanshan
Keyword(s):  
Knowledge Sharing ◽  
Empirical Test ◽  
Influential Factors ◽  
Organization Culture ◽  
Relational Model ◽  
Management Support ◽  
Factors Affecting ◽  
Support Organization ◽  
Knowledge Implementation ◽  
Almost All

This article aims to get the main factors affecting knowledge sharing and their influencing route so that to promote knowledge implementation through theory analysis and empirical test. The paper collects almost all the factors that have significant influence on knowledge sharing from a large amount of relative researches, and classifies the effect of factors as direct, indirect, mediate and moderate effect. Based on the deep review and analysis, the paper selects top management support, organization culture, social relationship, attitude to knowledge sharing, self-efficacy, trust, motivation, intention to knowledge sharing, IT, and training as the major influential factors and proposes a comprehensive relational model according to the effects of the factors. Finally, the paper verifies the model and examines the effects of the factors by empirical test through the data collected from questionnaires. The findings can give some guidance to managers and scholars.

PENGARUH DUKUNGAN MANAJEMEN PUNCAK, MANAJEMEN PROYEK DAN KETERLIBATAN PENGGUNA TERHADAP TINGKAT KESUKSESAN IMPLEMENTASI ENTERPRISE RESOURCE PLANNING PADA PERUSAHAAN DI JABODETABEK

2017 ◽  
Vol 2 (2) ◽  
pp. 147-154
Author(s):  
Julian Aristo
Keyword(s):  
Project Management ◽  
Enterprise Resource Planning ◽  
User Involvement ◽  
Resource Planning ◽  
Business Environment ◽  
Top Management ◽  
Management Support ◽  
Erp Systems ◽  
Factors Affecting ◽  
Top Management Support

Enterprise Resource Planning (ERP) systems have become vital strategic tools in today’s competitive business environment. Implementation of ERP systems is a highly complex process which is influenced not only by technical, but also by other factors. The purpose of this research to find out factors influencing the success of ERP implementations in companies in Jabodetabek. In this research three factors of success implementation ERP were selected on the bases of previous research that includes top management support, project management and user involvement. The results indicate that top management support and project management are key factors affecting the success of ERP implementations, while user involvement does not affect the success of ERP implementations. Top management support, project management and user involvement affect the success rate of 72.7% of ERP implementations. While the rest equal to 27.3% influenced by other variables not included in this research model. Keywords: Enterprise Resource Planning, Top management support, project management, user involvement

Developing human resource for the digitization of logistics operations: readiness index framework

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anchal Gupta ◽  
Rajesh Kr Singh ◽  
Shivam Gupta
Keyword(s):  
Fuzzy Ahp ◽  
Organizational Factors ◽  
Organization Culture ◽  
Management Support ◽  
Analytic Hierarchy ◽  
Content Type ◽  
Top Management Support ◽  
Logistics Company ◽  
The Right ◽  
Hierarchy Process

PurposeThe purpose of this study is to identify factors that are important for logistics organizations from the perspective of manpower readiness for digitization of logistics operations. The study also prioritizes the identified factors and also evaluates the readiness index of manpower for the digitalization of logistics processes.Design/methodology/approachThe factors for manpower readiness are identified through literature review and analysis of a case study. Three major categories of factors are identified. These are organizational, behavioural and technological factors. Under these three major categories of factors, 18 sub-factors are identified. Thereafter, with experts' inputs, the factors are prioritized using Fuzzy analytic hierarchy process (AHP). Further, a case illustration of an Indian logistics company has been taken to understand the current processes, technical capabilities, manpower skills and organization culture. After the case analysis and expert inputs, the manpower readiness index has been evaluated by using graph theory matrix approach (GTMA).FindingsThe prioritization of manpower readiness factors has been done using Fuzzy AHP. Organizational factors are found to be the most important factors which require quick attention. Sub-factors that are most important for building competencies in the logistics sector are providing the right training on functional skill development (0.129), top management support and commitment for digitalization (0.117), and organizational culture for process digitalization (0.114), etc. Finally, framework for evaluation of manpower readiness index for logistics operations in the digital age has been illustrated for a case company.Practical implicationsIndian logistics companies can benchmark their readiness index with respect to the best in the industry. Based on the readiness index, logistics companies can analyse their position, gaps from best and worst and can also identify potential areas for improvement.Originality/valueThe novelty of the study lies in the development of a framework for manpower readiness for digitalization in the logistics sector. In literature, this field is very less researched and provides the scope for developing strategies for improving manpower competencies for Industry 4.0. Logistics companies can improve their performance by making their manpower ready based on results obtained for readiness index.

Infrastructure Profiles and Knowledge Sharing

2017 ◽  
Vol 13 (3) ◽  
pp. 1-12 ◽  
Author(s):  
Mírian Oliveira ◽  
Antonio Carlos Gastaud Maçada ◽  
Carla Curado ◽  
Felipe Nodari
Keyword(s):  
Information Technology ◽  
Knowledge Sharing ◽  
Survey Method ◽  
Top Management ◽  
Management Support ◽  
Simultaneous Presence ◽  
Top Management Support ◽  
Adequate Information ◽  
Significant Difference ◽  
Technology Focus

Information technology and top management support are considered infrastructure for knowledge sharing. This research aims to identify infrastructure profiles and their relationship with knowledge sharing. A survey method was adopted involving 231 respondents working in information technology teams in Brazil. The analysis identified four profiles, namely: focus on information technology; focus on top management support; adrift; and knowledge sharing oriented. The latter was identified as being the most effective, while no significant difference was found between the other clusters in relation to knowledge sharing. This finding is a supplement to this field of knowledge because, in addition to confirming the relevance of the two constructs, it shows that their simultaneous presence contributes to knowledge sharing. This result also helps managers by highlighting that in order to leverage knowledge sharing it is necessary to signal the importance of the process for the company, as well as provide adequate information technology.

Top management support and knowledge sharing: the strategic role of affiliation and trust in academic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Man Fung Lo ◽  
Feng Tian ◽  
Peggy Mei Lan Ng
Keyword(s):  
Knowledge Sharing ◽  
Positive Impact ◽  
Top Management ◽  
Management Support ◽  
Research Model ◽  
Content Type ◽  
Top Management Support ◽  
Mediating Role ◽  
Knowledge Intensive Organizations ◽  
Knowledge Intensive

Purpose Knowledge sharing, the most important process in knowledge management, enables knowledge-intensive organizations to foster innovations and to gain competitiveness. Universities, the best contemporary embodiments of knowledge-intensive organizations, nowadays face fiercer competition in the changing world. Knowledge sharing is the key for academic departments to gain competitive advantages through innovation. However, limited studies examined the relationships between top management support, knowledge sharing and affiliation and trust. Based on the literature review, this study developed a research model which aims to examine the relationship between top management support and knowledge sharing, and the mediating role played by affiliation and trust. Design/methodology/approach A questionnaire survey was conducted in eight universities in Hong Kong. Data gathered from 109 professoriate staff (including chairs, professors and [research] associate/assistant professors) were used to test the four hypotheses in the research model with partial least squares structural equation modeling. Findings The results showed that top management support has a positive impact on affiliation and trust, and that affiliation and trust also have a positive impact on knowledge sharing. However, this study showed an insignificant linkage between top management support and knowledge sharing. Therefore, this study confirmed the mediating role played by affiliation and trust. Practical implications Based on the results, this study provided recommendations on how academic management and knowledge management consultants increase the faculty members’ affiliation and trust, for instance, mentoring, performance appraisal system, social interactions and communication pathways. Originality/value The findings of this study contribute to the literature in two ways. First, affiliation and trust are two interplayed elements of team climate that should be considered together. Second, this study validates affiliation and trust as a full mediator between top management support and knowledge sharing.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

2019 ◽  
Vol 50 (1) ◽  
pp. 75-93 ◽  
Author(s):  
Tuyet-Mai Nguyen
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Extrinsic Motivation ◽  
Organisational Culture ◽  
Moderating Effect ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Relationship

Purpose This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated. Design/methodology/approach Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses. Findings This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting. Originality/value Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

Impact of supplier innovativeness, top management support and strategic sourcing on supply chain resilience

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Santanu Mandal
Keyword(s):  
Supply Chain ◽  
Online Survey ◽  
Strong Predictor ◽  
Organization Culture ◽  
Top Management ◽  
Management Support ◽  
Cross Sectional ◽  
Content Type ◽  
Strategic Sourcing ◽  
Top Management Support

PurposeThe purpose of this study is to explore the importance of supplier innovativeness (SI), top management support (TMS) and strategic sourcing (SS) in the development of supply chain (SC) resilience. The study also argues that organization culture (OC) strongly influences SI, TMS and SS in their importance in generating SC resilience.Design/methodology/approachThe study adopted a cross-sectional approach for collecting online-survey-based responses for evaluating the validity of the proposed associations. Respondents were chosen ensuring that they have sufficient exposure in SC operations in their respective designations. With two reminders, around 212 completed responses were received and analyzed using partial least squares in SmartPLS 2.0.M3.FindingsFindings suggested TMS as a positive enabler of SC resilience. However, although SI and SS had positive influences, they were not significant. The study argues that this may be attributed to the presence of OC as a strong precursor for SI, TMS and SS. The findings showed that OC is indeed a strong predictor of SI, TMS and SS.Originality/valueThe study has undersigned empirically the influence of OC in the development of SI, TMS and SS. The study is the foremost to acknowledge the influence of SI, TMS and SS on SC resilience.

A structural equation model for knowledge sharing behavior in an emerging economy

2017 ◽  
Vol 21 (4) ◽  
pp. 925-945 ◽  
Author(s):  
Mohamed Youssef ◽  
Washika Haak-Saheem ◽  
Eyad M. Youssef
Keyword(s):  
Knowledge Sharing ◽  
Latent Variables ◽  
Structural Equation ◽  
Reward System ◽  
Emerging Economy ◽  
Top Management ◽  
Management Support ◽  
Content Type ◽  
Top Management Support ◽  
The Impact

Purpose Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness. Design/methodology/approach The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness. Findings Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness. Practical implications For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing. Originality/value To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.

Factors Affecting the Adoption of E-Marketing by Decision Makers in SMEs

2020 ◽  
Vol 16 (1) ◽  
pp. 1-27
Author(s):  
Mohammad Kasem Alrousan ◽  
Ahmad Samed Al-Adwan ◽  
Amro Al-Madadha ◽  
Mohammad Hamdi Al Khasawneh
Keyword(s):  
Logistic Regression ◽  
Conceptual Framework ◽  
Diffusion Of Innovation ◽  
External Pressure ◽  
Decision Makers ◽  
Government Support ◽  
Management Support ◽  
Factors Affecting ◽  
Top Management Support ◽  
It Knowledge

This study examines the factors that influence decision-makers to adopt e-marketing in small- and medium-sized enterprises (SMEs) in Jordan. There is currently no comprehensive conceptual framework that explains e-marketing adoption in SMEs. Therefore, this study develops a conceptual framework based on the diffusion of innovation (DOI) and technology-organization-environment (TOE) theories. The conceptual framework is composed of four contexts: technological, organizational, managerial, and environmental, and hypothesizes eleven factors significantly influencing e-marketing adoption in SMEs. A self-administrated questionnaire survey was conducted with 362 SMEs in Jordan. Logistic regression was used to test the relevant hypotheses. The obtained results show that relative advantages, complexity, IT expertise, top management support, manager's IT knowledge and external pressure have a significant impact on e-marketing adoption. However, compatibility, cost, firm size, manager innovativeness, and government support do not show any association with e-marketing adoption.

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