Abstract
PurposeIntraorganizational knowledge and information sharing are important steps toward more-accessible organizational knowledge. The aim of this study is to qualitatively explore factors that contribute to employees' motivations for sustaining intraorganizational knowledge-sharing behaviors and to examine the impact of these factors in a quantitative study with the Austrian Federal Ministry of Defense. This ministry faces a retirement wave in the next 5–10 years. Intraorganizational knowledge sharing before, during, and following this wave will play a decisive role for the organization in the near future.Design/methodology/approachAn exploratory sequential mixed-methods study was conducted. The study design involved a qualitative study phase with expert interviews and stakeholder workshops (n = 9) and a quantitative study phase based on a cross-sectional online survey with an implicit association test on intraorganizational knowledge sharing (n = 59).FindingsIn the qualitative study phase, three main research topics regarding intraorganizational knowledge sharing were identified: employee attitude, organizational support, and specific relational aspects of knowledge transfer, such as reciprocal relationships among employees and opportunities for knowledge exchange. A hierarchical multiple regression analysis revealed that perceived organizational support was the only factor that was a significant predictor of motivation for engaging in knowledge sharing. We also analyzed the data for moderation effects and demonstrated that sociopsychological factors (e.g., the engagement or openness of colleagues to share their knowledge) further strengthened the positive relationship between employees' perceived support and personal willingness to share knowledge.Practical implicationsWe conclude that an organizational culture that supports knowledge sharing within the organization is highly relevant for motivating employees to share their knowledge. Practitioners will also benefit from the insights of the various dimensions of employees' willingness to engage in knowledge-sharing behaviors to better design further interventions in organizations.Originality/valueIn accordance with an exploratory sequential mixed-methods approach, we followed a transdisciplinary process in which scientific and practical experiences and knowledge were integrated. For this purpose, interviews and workshops with experts and stakeholders in the organization were conducted. The qualitative findings were incorporated into a quantitative survey and an implicit association test for the employees of the organization. This approach demonstrates a different and more holistic approach to analyzing a real-world problem in the context of a governmental agency in order to investigate the multidimensional and complex topic of intraorganizational knowledge sharing.
Highlights
For businesses and governments alike, knowledge is an essential element of strategic organizational design (e.g., Carayannis et al, 2021; Drucker, 2012; Ichijo and Nonaka, 2007), and the optimal management of this asset is considered a vital component of organizational success (Al Ahbabi et al, 2019; Farooq, 2018)
Applying a mixed-methods approach, we explored the most important factors based on qualitative studies and examined their effects on motivation among civil servants to engage in intraorganizational knowledge sharing by conducting a quantitative study
Through an exploratory sequential mixed-methods approach, our study has highlighted several critical factors that can be applied to the delineation of an effective practical strategy for dynamic knowledge management based on organizational learning
Summary
For businesses and governments alike, knowledge is an essential element of strategic organizational design (e.g., Carayannis et al, 2021; Drucker, 2012; Ichijo and Nonaka, 2007), and the optimal management of this asset is considered a vital component of organizational success (Al Ahbabi et al, 2019; Farooq, 2018). Sustaining organizational knowledge is crucial for the viability and competitiveness of any organization (Ichijo and Nonaka, 2007), in regard to digital transformation (Di Vaio et al, 2021). The challenge for an organization’s successful KM, is the development of an adequate system of KM and KM strategies, such as intraorganizational knowledge sharing, that address determinants related to the dynamics of the organizational knowledge base (Nadason et al, 2017). To achieve the desired benefit from KM strategies, organizations must encourage intraorganizational knowledge-sharing behaviors and sustain the appropriate culture needed to nurture them (Halisah et al, 2021; Intezari et al, 2017)
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