Determinants of knowledge sharing in a public sector organization

Abstract

PurposeThe purpose of this paper is to investigate the factors that affect knowledge sharing in a public sector organization.Design/methodology/approachThe paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.FindingsCommunity‐related considerations, normative considerations and personal benefits were three motivators found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of normative consideration with social interaction, personal benefit with organizational support, and normative considerations with degree of courage, had a moderating effect on the relationship between motivating factors and knowledge sharing.Research limitations/implicationsThe study was conducted in a single public sector organization, which limits the generalizability of the findings to other settings. Another limitation is that attitudes toward knowledge sharing, and knowledge‐sharing behaviors, vary across cultures. Finally, self‐reported data are subject to response bias.Practical implicationsIdentifying factors that influence knowledge sharing could help practitioners create a knowledge‐sharing culture that is needed to support knowledge sharing and knowledge management within public sector organizations.Originality/valueThis empirical study will contribute to the theoretical knowledge on knowledge sharing in the public sector, which has been neglected in knowledge‐sharing research.