Abstract
Bureaucratic organizational structure (OS) is perceived as an impediment to employees’ positive behavior including their knowledge-sharing behavior. This study investigates the role of formal, cent...
Highlights
Like other managerial reforms in the public sector, knowledge-based reforms are receiving importance in recent times (Choi, 2016; Zhang & Dawes, 2006)
These ministries have been selected because health, education, finance, information technology, telecommunication, and planning and development are important public policy formulation and decisionmaking organizations, and knowledge-sharing practices in these organizations are important to indicate the quality of public policy and decision-making
Convergent validity has been tested by assessing factor loadings of the items that should exceed 0.5 (Straub, 1989), composite reliabilities should exceed 0.6 (Bagozzi & Yi, 1988), and the average variance extracted (AVE) should exceed 0.5 (Fornell & Larcker, 1981)
Summary
Like other managerial reforms in the public sector, knowledge-based reforms are receiving importance in recent times (Choi, 2016; Zhang & Dawes, 2006). Knowledge management initiatives are mainly contingent on how organizational employees share knowledge with colleagues (Choi, 2016; Ipe, 2003) This acts as a critical element for overall organizational improvement by improving the productivity and efficiency in both the sectors, public and private (Amayah, 2013; Chong, Salleh, Ahmad, & Sharifuddin, 2011; Kim & Lee, 2006; Willem & Buelens, 2007; Wong, Tan, Lee, & Wong, 2013). Because of its importance and necessity, it has become a challenge in the public sector organizations to ensure that their employees are actively involved in sharing knowledge with colleagues (Kim & Lee, 2006; Sandhu, Jain, & Ahmad, 2011)
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