Knowledge Sharing

2008 ◽  
pp. 1-23 ◽  
Author(s):  
Shuhua Liu
Keyword(s):  
Knowledge Management ◽  
Organizational Behavior ◽  
Knowledge Sharing ◽  
Organizational Context ◽  
Organizational Factors ◽  
Current View ◽  
Knowledge Sharing Behavior ◽  
Alternative Approach ◽  
Sharing Behavior ◽  
Practical Implications

Knowledge is one of the most important competitive resources a business can have. However, the failure of knowledge management initiatives in the last decade, especially the failure of knowledge management (sharing) systems, directly points out the inadequacy of current approaches to knowledge sharing.This chapter, expanding on the current view of knowledge and knowledge management, offers an alternative approach to knowledge sharing. It is argued that to understand employee knowledge-sharing behavior, we have to understand the interactions between organizational context and individuals’ sense-making processes before achieving success. Studies in knowledge sharing are reviewed before the missing organizational factors are pointed out. Established theories in sociology, management science, and organizational behavior are introduced where the influences of both formal and informal organizational factors on employee knowledge sharing are elaborated. Theoretical and practical implications of current study on knowledge-sharing research are discussed in the end.

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.

Social Networking and Knowledge Sharing in Organizations

2019 ◽  
pp. 563-571 ◽  
Author(s):  
Sarabjot Kaur ◽  
Subhas Chandra Misra
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Organizational Context ◽  
Social Dynamics ◽  
Social Ties ◽  
Knowledge Sharing Behavior ◽  
Distributed Organizations ◽  
The Right ◽  
Sharing Behavior ◽  
Social Networking Tools

Knowledge sharing in organizational context is facilitated by communicative process affected by varied social dynamics. It can be a difficult process in case of distributed organizations as employees may not be aware of the right source of getting advice and expertise. In such a scenario, social networking tools provide the required functionality for such sharing and lead to better social ties among knowledge providers and seekers across the organization. The chapter brings out some factors that affect knowledge-sharing behavior in the context of organizations using social networking tools as a communicative media.

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.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

Authentic leadership and employee knowledge sharing behavior

2016 ◽  
Vol 37 (4) ◽  
pp. 487-506 ◽  
Author(s):  
Sergio Edú-Valsania ◽  
Juan Antonio Moriano ◽  
Fernando Molero
Keyword(s):  
Knowledge Sharing ◽  
Design Methodology ◽  
Authentic Leadership ◽  
Group Climate ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Employee Behaviors ◽  
Work Units ◽  
Sharing Behavior ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the relations of authentic leadership (AL) with employee knowledge sharing behavior and intervening processes. Design/methodology/approach – A correlational study is presented with a sample of 562 workers belonging to diverse Spanish organizations. Findings – The results obtained by means of multiple regression analysis showed positive associations of AL on employees’ knowledge sharing behavior. Specifically, the effect on these employee behaviors was fully mediated by the group innovation climate, and partially by their identification with the workgroup. Research limitations/implications – Future works should study this association in depth and examine possible differential relationships of AL on diverse types employee knowledge, explicit, and implicit, proposed by Nonaka and Takeuchi (1995). Practical implications – The study indicates the type of leadership that should be developed in organizations, and the type of processes and environments to foster in the work units to stimulate acts of sharing knowledge among the members. Originality/value – This is the first study examining innovation group climate and workgroup identification as mediators between AL with employee knowledge sharing behavior.

Knowledge Management Values of Al-Ta’alum\In Ms 1900:2005 Quality Management System: A Case Study of Kolej of Islam Pahang Sultan Ahmad Shah (Kipsas)

2015 ◽  
Vol 21 (4) ◽  
pp. 676-679
Author(s):  
Muhammad Hafiz Yaakub ◽  
Ali Fauzi Ahmad Khan ◽  
Ishak Ismail
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Quality Management System ◽  
System A ◽  
Knowledge Sharing Behavior ◽  
Exploratory Approach ◽  
Special Value ◽  
And Gender ◽  
Sharing Behavior

This study aims to evaluate the willingness of knowledge sharing and acquisition behaviors among KIPSAS’s employees to comply with the values of Al-Ta’allum. These are aligned with the principles of knowledge management. The main objective is to identify the differences in knowledge sharing of the staff with their knowledge acquisition behavior. Thus, identifying the state of readiness among staff. This study utilizes an exploratory approach to examine these phenomena. Related documents were analyzed to get an overview of the factors and values of Al-Ta’allum that have been identified and examined within the study. Questionnaires were sent to 129 respondents from academic and non-academic staffs. But only 62 responses were gathered. There were also differences when the respondents were divided and analyzed according to responsibilities and gender. Within the context of this article, we found the overall relevance of values stipulated in Al-Ta’allum to staff of KIPSAS. This study is concerned with examining the knowledge sharing behavior of staff in a PHEI. It highlights the differences in their knowledge sharing and acquisition behavior. This allows management and planner of such institutions to plan the Knowledge Management (KM) initiatives and processes with these special value indicators such as Al-Ta’allum to be taken into consideration. Based on the result, KIPSAS is able to manage knowledge sharing activities in a more effective method.

scholarly journals Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

2020 ◽  
Author(s):  
Safa Paulu D’souza D’souza ◽  
Syed Zakir Ali
Keyword(s):  
Knowledge Sharing ◽  
Building Materials ◽  
Sultanate Of Oman ◽  
Effective Utilization ◽  
Knowledge Sharing Behavior ◽  
Factors Influencing ◽  
Helping Others ◽  
The Impact ◽  
Sharing Behavior ◽  
Practical Implications

This article is aimed at exploring factors that impact knowledge sharing behavior of employees in a small and medium scale (SME) building materials company located in Sultanate of Oman; and to extrapolate the findings over large organizations. The said SME has a problem of employees hoarding their knowledge and knowledge management is not in practiced. Through literature review, we have identified six factors that are of mutual relevance to SMEs and Large organizations. A survey has been conducted to test the practical implications of the identified factors at the selected organization. Results reveal that the factors such as (i) social media app for knowledge sharing (ii) enjoyment/satisfaction in helping others and (iii) effective utilization of free time; are the dominating factors in both SME and Large organizations. It is found that the factors (iv) rewards and (v) self-efficacy are very much significant in large organizations and are of low significance in SMEs. To strengthen the current study, the survey has to be extended to include respondents from few more SMEs and Large organizations.  

A new model for investigating the role of knowledge management system on the mental health of employees

Kybernetes ◽  
2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ali Mazaherinezhad ◽  
Aram Mahmood Ahmed ◽  
Marwan Yassin Ghafour ◽  
Omed Hassan Ahmed ◽  
Saqib Ali ◽  
...  
Keyword(s):  
Mental Health ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Psychological Empowerment ◽  
Positive Impact ◽  
Critical Parameters ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
The Impact ◽  
Sharing Behavior

Purpose Knowledge management (KM) implementation is the ideal solution for enhancing employee’s abilities like mental health and performance. This study aims at testing the impact of KM mechanism on personnel’s mental health at the Iran University of Medical Sciences. Design/methodology/approach The study is a descriptive, correlational and applied one. The library and field studies have been used to collect data through the questionnaire. The proposed model and the data have been analyzed using Smart PLS software. A questionnaire has been conducted by an arbitrary sampling method. Findings The results have shown that the main factors of KM have a direct, meaningful positive impact on innovation. Besides, the critical parameters of KM success, strategy and process have a significant and direct positive effect on the tendency for knowledge-sharing behavior. Further, the direct relationship of the trend for knowledge-sharing behavior with the mental health of employees has positively been confirmed. The results have also indicated that psychological empowerment has a positive and significant effect on the mental health of employees. Research limitations/implications This study has investigated the four parameters (i.e. key factors for KM success, KM strategy, KM processes and psychological empowerment) impacting the knowledge-sharing intention, conduct of the people and the mental health of the employees. Scholars can investigate other personal and organizational parameters such as probable backgrounds of the knowledge-sharing intention, conduct and the mental health of the employees. Practical implications These findings will be essential in the understanding of the interplay among various signals in theory and the understanding of patients’ choices in the electronic health (e-health) community in practice. The results have implications for existing health management and e-health literature. The present paper will help policymakers, healthcare executives and project managers to effectively set their operations and make them maintainable, prevent unpredicted obstacles and better allocate their resources. Overall, the result of this paper will guide researchers who are working in the field of e-health. Originality/value The findings can develop robust knowledge-sharing platforms and offer insightful suggestions for management practitioners in emerging markets.

scholarly journals Impact of Organizational and Individual Factors on Knowledge Sharing Behavior: Social Capital Perspective

SAGE Open ◽  
2021 ◽  
Vol 11 (4) ◽  
pp. 215824402110545
Author(s):  
Saliha Gul Abbasi ◽  
Mazhar Abbas ◽  
Mahir Pradana ◽  
Serhan Abdullah Salem Al-Shammari ◽  
Umer Zaman ◽  
...  
Keyword(s):  
Social Capital ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Organizational Factors ◽  
Social Capital Theory ◽  
Equation Modeling ◽  
Individual Factors ◽  
Design Data ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

This study aims to develop, examine, and test organizational and individual predictors of knowledge sharing behavior of teachers in the higher education sector in Pakistan. The study examined the direct and indirect effects of organizational factors on knowledge sharing behavior (KSB) through individual factors. The social capital theory has been utilized to explain the premise of this research. This study uses a survey design. Data has been collected from 269 university teachers in Pakistan. A Structural equation modeling has been used to test the hypotheses using SPSS and Amos. The Data supported the hypotheses. This Study concludes that organizational and individual are important for enhancing KSB as organizational factors work through individual factors to influence the KSB of faculty members.

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