Abstract
This study aimed at identifying the impact of organizational context and information technology on the willingness of employees to share knowledge in the public health sector in Jordan. The study was conducted using a questionnaire designed for this purpose.160 of which was distributed in the largest hospitals in the capital of Jordan - Amman, 140 were returned for analysis with a response rate of 87.5%. To ascertain the degree of reliability and validity Cronbach's Alpha was utilized. Multiple regressions were used to analyse the effect of several independent variables on a dependent variable to test the hypotheses and to validate the study model. Frequencies and percentages were also extracted to identify the personal and functional characteristics of respondents.The most prominent conclusions obtained are: sharing knowledge among employees is positively affected social relations and rewards systems; knowledge sharing is negatively affected by the level of centralization in the organization; there is also no statistical support regarding formalization or any of demographic and functional variables; there are no statistically significant differences between vision, organizational goals, and trust among employees and their willingness to share knowledge; information technology and its ease of use positively impact on employee's readiness to share knowledge. This study has presented a number of recommendations that can benefit for future studies in this area.
Highlights
In competitive and dynamic economy, knowledge is a critical resource that provides a competitive advantage
It is remarkable that Jordanian governmental and private institutions are looking to become knowledge-based institutions, but it must be stated with great caution that these attempts are still in their infancy and far from being reality applied in the concept of knowledge management
To enhance the sharing of knowledge among employees, further efforts are required through a management committed to strengthening the network of formal and informal relations through management practices dedicated to organizational knowledge and sharing .To transform organizations into knowledge societies, decision-makers and senior management should assess needs to activate knowledge sharing
Summary
In competitive and dynamic economy, knowledge is a critical resource that provides a competitive advantage. The process of transformation towards knowledge society is a social process rather than an economic one, combined with the economic and industrial transformations and the emergence of knowledge-based economies This transformation has led to global changes such as the emergence of globalization, the collapse of trade barriers. In light of these rapid changes and developments, most firms seek to sustain their activities and to remain in a changing world. The Jordanian organizations whether governmental or private, suffer from the pressures of global competition as a result of globalization, the liberalization of global trade, removing the borders and obstacles to the movement of goods, services, and capital among the various countries of the world. There is still a considerable confusion between the concept of information and the concept of knowledge, and confusion between the concept of technology management and the concept of knowledge management, because knowledge management differs from technology management and knowledge differs from information
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