Analysing Knowledge-Sharing Practices Using Activity Theory in the SME Organisation

Abstract

An activity theory method is used to analyse the knowledge-sharing practices. The activity theory emphasises the necessity of analysing the SME organisation as a whole. In the context of knowledge-sharing practices, activity theory is used to collect interconnected parts of SME practices. A cross-sectional design was used to study the relationship among relationship commitment, knowledge-sharing practices, employee development, team performance, and a moderating role of social identification. The majority of the SMEs were established 3–5 years ago (46.3%), and 84.4% were private, with an employee range of less than 50 (73.1%). Furthermore, 82.1% of the SMEs in this study were in the growth stage. Knowledge-sharing practices have a significant positive effect on team performance (0.278, [Formula: see text]), with a moderating impact of role and behaviour on knowledge-sharing practices and team performance (0.178, [Formula: see text]). The findings have confirmed the significant and positive effects of knowledge-sharing practices on the mediation of employee development (0.045, [Formula: see text]). The activity theory models for knowledge-sharing practices emphasise the contextual nature of knowledge sharing and ensure systematic evaluation.