The importance of organizational commitment for knowledge sharing – the results of empirical research

2022 ◽  
pp. 115-136
Author(s):  
Anna Wziątek-Staśko ◽  
Regina Lenart-Gansiniec ◽  
Izabela Michalik
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Empirical Research

scholarly journals Supervisor Knowledge Sharing and Employee Knowledge Sharing: The Moderating Roles of Learning Goal Orientation and Affective Organizational Commitment

2021 ◽  
Vol 13 (8) ◽  
pp. 4176
Author(s):  
Seckyoung Loretta Kim
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Goal Orientation ◽  
Social Exchange ◽  
Positive Relationship ◽  
Affective Organizational Commitment ◽  
Learning Goal ◽  
Learning Goal Orientation ◽  
High Level ◽  
The Relationship

Recognizing the importance of knowledge sharing, this study adopted social learning and social exchange perspectives to understand when employees may engage in knowledge sharing. Using data collected from 192 employees in various South Korean organizations, the findings demonstrate that there is a positive relationship between supervisor knowledge sharing and employee knowledge sharing. As employees perceive a high level of supervisor knowledge sharing, they are likely to engage in knowledge sharing based on social learning and social exchange theories. Furthermore, the study explores the moderating effects of learning goal orientation and affective organizational commitment in the relationship between supervisor knowledge sharing and employee knowledge sharing. The result supports the hypothesis that the relationship between supervisor knowledge sharing and employee knowledge sharing is strengthened when there is a high level of affective organizational commitment. Employees who obtain valuable knowledge from their supervisors are likely to engage in knowledge sharing when they are emotionally attached to their organization. However, in contrast to the hypothesis, the positive relationship between supervisor knowledge sharing and employee knowledge sharing was stronger at the lower levels of learning goal orientation (LGO) than at the higher levels of LGO.

scholarly journals Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

2019 ◽  
Vol 11 (19) ◽  
pp. 5419 ◽  
Author(s):  
Natàlia Cugueró-Escofet ◽  
Pilar Ficapal-Cusí ◽  
Joan Torrent-Sellens
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Organizational Justice ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Comprehensive Model ◽  
Affective Organizational Commitment ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Knowledge sharing (KS) behavior is one of the main drivers to generate social sustainability. It predicts high organizational performance and innovation capabilities, and creates enjoyment and happiness in helping others. Even if incentives to enhance KS behaviors exist, employees would still be reluctant to share knowledge. For this reason, we test a comprehensive model of sustainable human resource management with the inclusion of KS to explain how to enhance collaborative practices in terms of voluntary knowledge sharing. In a comprehensive model, we incorporate organizational justice, employee perceived organizational support, job satisfaction and affective organizational commitment, and how they relate in order to generate knowledge sharing behavior. Using a sample of 1350 employees working for multinational firms operating in Spain, the present research obtains two main results. First, organizational justice, employee perceived organizational support and affective organizational commitment are positively related with KS. Second, employee perceived organizational support, job satisfaction and affective organizational commitment play a mediating role between organizational justice and KS, which reinforces the positive relationship between both constructs. Consequently, employees would be more willing to cooperate and share in fair organizational contexts, especially when they are satisfied and affectively committed, and when their contributions are valued and recognized. Finally, we discuss human resource management’s (HRM) practical interventions and recommendations for future research on sustainable organizations.

Exploring absorptive capacity in cross-sector social partnerships

2015 ◽  
Vol 53 (6) ◽  
pp. 1170-1183 ◽  
Author(s):  
Thomas G Pittz ◽  
Melissa Intindola
Keyword(s):  
Knowledge Sharing ◽  
Empirical Research ◽  
Absorptive Capacity ◽  
Social Needs ◽  
Future Research ◽  
Economic Sectors ◽  
Content Type ◽  
New Model ◽  
Goal Interdependence ◽  
Social Partnerships

Purpose – The purpose of this paper is to explore cross-sector partnerships (CSSPs) from a strategic perspective to consider collaborations that are long lasting and transcend initial objectives. The authors integrate the concept of absorptive capacity (ACAP) with the CSSP literature and derive two new antecedents of ACAP, trust and goal interdependency, with relevance to this context. This work responds to a call from ACAP scholars to consider the construct in alternative settings and from collaboration scholars to employ strategy research that approaches CSSPs from a viewpoint beyond a mere transactional approach. Design/methodology/approach – This manuscript presents a thorough analysis of the process literature regarding CSSPs and the construct of ACAP to consider the importance of knowledge sharing and participatory decision making in the success of collaboration efforts. The combination of these research streams results in a refined model of ACAP to be used in the CSSP context. Findings – This manuscript provides conceptual and theoretical insights into how knowledge is acquired and exploited within CSSPs. A model for ACAP in CSSPs is proposed and suggests that two new antecedents of ACAP, trust and goal interdependence, be explored in this context through subsequent empirical research. Research limitations/implications – This type of conceptual work can benefit greatly from subsequent empirical research to test the developed propositions. This model shows considerable promise for future testing, however, and has the potential to encourage additional research into knowledge sharing and long-term success of cross-sector collaborations. Practical implications – This paper fulfills the need to apply a strategic lens to CSSPs and invites future research into the mutual organizational benefits derived from collaborations that cross economic sectors. It suggests that internal organizational mechanisms exist to be developed by managers that have the potential to enhance a firms ability to recognize the value of external knowledge, acquire it, and transform it for commercial and/or social objectives. Social implications – As collaborations across economic sectors are proving vital for addressing complex social needs, this manuscript provides a new model to serve as a guidepost for successful partnerships. Originality/value – This manuscript fulfills a need to integrate strategy scholarship with CSSPs that transcends the heretofore transactional perspective. Through an exploration of the literature, a new model for ACAP is proposed including two new antecedents, trust and goal interdependence, with application to the context of cross-sector collaborations.

scholarly journals The impact of transformational leadership on individual academy performance through knowledge sharing

2021 ◽  
Vol 9 (2) ◽  
pp. 465-480 ◽  
Author(s):  
Thi Minh Thu Vu ◽  
Khashayar Yazdani
Keyword(s):  
Higher Education ◽  
Social Support ◽  
Transformational Leadership ◽  
Organizational Commitment ◽  
Organizational Learning ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect

The objective of this paper is to evaluate the impact of transformational leadership on individual academy performance through knowledge sharing, organizational learning, organizational commitment in higher education Vietnam. The study conducts the research on 500 lecturers at 10 universities in Vietnam. The study uses Smart pls 3.6 software to analyze the data. The results show that transformational leadership had a positive effect on knowledge sharing, organizational learning and organizational commitment. Ultimately, employee engagement and social support play a moderate role in the relationship between transformational leadership and knowledge sharing statistically. However, organizational learning and organizational commitment did not play any mediate role on the relationship between transformational leadership and knowledge sharing.

Investigating the Mediating Role of Knowledge Sharing on Employee Engagement

2020 ◽  
Vol 11 (1) ◽  
pp. 47-63 ◽  
Author(s):  
Ibrahim M. Al-Jabri
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Employee Engagement ◽  
Social Factors ◽  
Mediation Effect ◽  
Research Model ◽  
Factors Affecting ◽  
Mediating Role

This article proposes a research model that explores the social factors affecting knowledge sharing and employee engagement and examines the mediating role of knowledge sharing on employee engagement. Data was collected from 191 employees from a large holding company and the research model was empirically tested using partial least squares analysis. The results show that coworker congruence, organizational commitment, and participative decision-making affect knowledge sharing and employee engagement. The findings also reveal that knowledge sharing has a full mediation effect between coworker congruence and employee engagement and between decision-making and employee engagement. In addition, knowledge sharing also has a partial mediation effect between organizational commitment and employee engagement. This study is a pioneering attempt to understand the effects of social factors on knowledge sharing and employee engagement. The findings of this study will be helpful to organizations using knowledge sharing systems as mechanisms to promote knowledge sharing and employee engagement.

Research on the Relationship among Enterprise Employee's Job Satisfaction, Organizational Commitment and Job Performance

2013 ◽  
Vol 411-414 ◽  
pp. 2477-2480
Author(s):  
Ling Ma ◽  
Yun Xing ◽  
Yu Wang ◽  
Hao Tian Chen
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Job Performance ◽  
Empirical Research ◽  
Research Method ◽  
Key Factors ◽  
Employee Job Satisfaction ◽  
Intermediary Role ◽  
The Relationship ◽  
Positive Effect

Employee job satisfaction and organizational commitment are the key factors that affecting the performance of enterprise’s employees. Through using empirical research method to explore the relationship among the three with the sample of 330 employees of an enterprise. The results show that: Employees’ job satisfaction have a positive effect on job performance significantly; Employees job satisfaction positive effect on organizational commitment; Organizational commitment played a partial intermediary role in the process of job satisfaction improving performance.

scholarly journals ANTECEDENTS AND CONSEQUENCES OF WORK SATISFACTION AND ORGANIZATIONAL COMMITMENT IN THE MERGER PROCESS

2018 ◽  
Vol 18 (1) ◽  
pp. 1-17
Author(s):  
Muafi Muafi
Keyword(s):  
Organizational Commitment ◽  
Knowledge Sharing ◽  
Work Satisfaction ◽  
Merger Process ◽  
Antecedents And Consequences

Dalam proses penggabungan perusahaan dihadapkan pada beberapa tantangan yang berat. Kepuasan kerja karyawan yang meningkat dan komitmen kerja yang tinggi diperlukan agar proses penggabungan perusahaan berjalan sukses dan lancar. Isu strategis dalam proses perubahan organisasi akan berkaitan erat dengan perilaku karyawannya Tujuan penelitian ini adalah untuk menguji dan menganalisis pengaruh positif signifikan: (1) keterlibatan kerja terhadap kepuasan kerja, (2) keterlibatan kerja terhadap komitmen organisasional, (3) keter- ikatan kerja terhadap kepuasan kerja, (4) keterikatan kerja terhadap komitmen organisasional, (5) kepuasan kerja terhadap komitmen organisasional, (6) komitmen organisasional terhadap kepuasan kerja, (7) kepuasan kerja ter- hadap perilaku knowledge sharing, dan (8) komitmen organisasional terhadap perilaku knowledge sharing. Penelitian ini dilakukan pada tiga perusahaan manufaktur BUMN di Indonesia yang sedang melakukan proses penggabungan. Jenis penelitian adalah survei dengan menggunakan data primer melalui kuesioner dan wawancara dengan beberapa manajer. Hasil penelitian menyimpulkan bahwa perilaku knowledge sharing disebabkan oleh adanya peningkatan kepuasan kerja dan komitmen organisasional manajer yang disebabkan oleh adanya keterlibatan dan keterikatan kerja manajer saat proses penggabungan berlangsung.

Sign in / Sign up

Export Citation Format

Share Document