Abstract
The paper aims to examine determinants of knowledge sharing behaviour among personnel in Jordanian commercial banks under the umbrella of the Theory of Planned behaviour (TPB). Data is collected from branches located in the capital’s geographical area using self administered survey in a cross sectional design. 218 usable responses are tested with confirmatory factor analysis. The analysis revealed a weak representation of the subjective norms variable at the measurement model level. The structural model is tested with the three remaining variables. The results indicate that intention to share knowledge among personnel in Jordanian banks is mainly influenced by perceived behavioural controls followed by attitude. Findings indicate Females’ knowledge sharing behavior is motivated exclusively by perceived behavioural controls through behavioural intention. This result indicates the need to develop more favourable attitude towards knowledge sharing among female personnel at Jordanian banks; nevertheless, the findings need to be confirmed using a larger sample and a longitudinal study.
Highlights
Organizations are increasingly recognizing knowledge as the most valuable resource and the best basis for improving a competitive edge (Argote & Ingram, 2000)
The current paper aims to contribute to knowledge by exploring whether gender differences exist among banking personnel knowledge sharing behaviour in Jordan’s commercial banks
The results indicate that perceived behavioural controls and attitudinal beliefs are the two key determinants of knowledge sharing behavioural intentions among Jordanian commercial banks’ personnel
Summary
Organizations are increasingly recognizing knowledge as the most valuable resource and the best basis for improving a competitive edge (Argote & Ingram, 2000). Knowledge management refers to making the right knowledge and its sources available to the right people on time. A remarkable character of knowledge is that its value increases when employees have direct access to and use and share (Smith, 2001), which makes knowledge sharing the most important dimension of knowledge management (Bock & Kim, 2002). Monitoring and encouraging knowledge sharing among workers is imperative to maintain a competitive edge. Examining determinants of actual knowledge sharing behaviour and employees’ motivational intentions to engage in knowledge sharing behaviours is essential
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