Explicit Knowledge Sharing Research Articles

The influence of transformational leadership on knowledge sharing of teachers: the roles of knowledge-centered culture and perceived organizational support

Purpose The purpose of this study is to explore the effect of transformational leadership (TL) on tacit and explicit knowledge sharing (KS) of teachers through the mediating role of knowledge-centered school culture (KSC). This study also attempts to bring a deeper insight into the correlation between KSC and KS behaviors by exploring the moderating effect of perceived organizational support (POS). Design/methodology/approach The paper used a quantitative approach and structural equation modeling to examine the relationship among the latent factors in the research model using data collected from 293 teachers in Vietnamese universities. Findings The findings indicated that TL positively influences tacit and explicit KS behaviors of teachers directly or indirectly through its positive effect on KSC. In addition, the paper highlights the moderating role of POS in strengthening the impact of TL on tacit and explicit KS behaviors of teachers. Research limitations/implications This paper emphasizes the need to practice TL as an effective pathway to foster tacit and explicit KS behaviors of teachers in higher education. Originality/value The paper significantly contributes to enhancing understanding of the antecedent role of TL in fostering knowledge-centered culture and KS behaviors of teachers under the moderating effects of POS in higher education.

Perceived dissimilarity and knowledge sharing with younger workers: the role of generativity striving and knowledge receiving from younger workers

Abstract Drawing on self-categorization theory, this study examined the impacts of perceived age and deep-level dissimilarities with younger workers on older workers’ tacit and explicit knowledge sharing (KS) with younger workers via generativity striving (GS), and extended the theory by proposing the moderating role of knowledge receiving (KR) from younger workers. This study used a three-wave online survey of 570 older workers in a large Chinese aircraft maintenance company. The results showed that GS mediated both the positive relationships between perceived age dissimilarity with younger workers and older workers’ tacit and explicit KS with younger workers, as well as the negative relationships between perceived deep-level dissimilarity (PDD) with younger workers and older workers’ tacit and explicit KS with younger workers. Moreover, the positive direct impact of GS and the negative indirect impact of PDD with younger workers on older workers’ explicit KS with younger workers were found to be relatively weaker when older workers’ KR from younger workers was high. The findings suggest that perceived age and deep-level dissimilarities with younger workers present both opportunities and challenges for older workers to share knowledge with younger workers.

The influence of transformational leadership on self-efficacy and knowledge sharing of teachers: moderating role of knowledge-oriented school culture

Purpose The purpose of this study is to investigate the effect of transformational leadership (TL) of school leaders on tacit and explicit knowledge sharing (KS) of teachers via the mediating roles of knowledge self-efficacy. This study also attempts to bring a deeper insight on the correlation between TL and KS by exploring the moderating effect of knowledge-oriented school culture (KSC). Design/methodology/approach The paper used the quantitative approach and structural equation modeling to test the relationship among the latent factors in the proposed research model using data collected from 335 teachers in Vietnamese universities. Findings The findings revealed that TL might be an important precursor to create significant influences on tacit and explicit KS behaviors of teachers directly or indirectly through its positive effect on knowledge self-efficacy. In addition, the paper highlights the moderating role of KSC in strengthening the impact of TL on tacit and explicit KS behaviors of teachers. Research limitations/implications This paper offers principals and managers in higher education a novel approach and valuable understanding of the effective pathways to foster KS behaviors of teachers. Originality/value This study is unique in its attempts to bridge research gaps in the literature and advance the insights of how school leadership fosters knowledge self-efficacy and KS willingness of teachers through practicing TL style and building a knowledge-oriented climate in higher education.

Leadership, tacit and explicit knowledge sharing in Saudi Arabian non-profit organizations: the mediating role of organizational commitment

Purpose Employees are driven and motivated to exercise knowledge-based resources as a result of leadership. Therefore, this study aims to examine the effect of authentic leadership on organizational commitment and tacit and explicit knowledge-sharing behaviors in Saudi non-profit organizations (NPOs). The study also aims to explore authentic leadership’s direct and indirect impact on tacit and explicit knowledge-sharing behaviors via organizational commitment. Design/methodology/approach The study used a quantitative research design by distributing a survey questionnaire among 415 employees. A total of 300 responses were collected during the survey questionnaire data collection. Findings The results showed that authentic leadership significantly and positively influenced organizational commitment and tacit and explicit knowledge sharing. Additionally, organizational commitment significantly and positively mediated the relationship between authentic leadership and tacit knowledge sharing, and there was partial mediation. However, organizational commitment failed to mediate the relationship between authentic leadership and explicit knowledge sharing. Practical implications The management of Saudi NPOs should focus on developing knowledge capital resources for employees who work in an organization to get a competitive advantage. Originality/value The study made a novel contribution that the Saudi NPOs should promote tacit and explicit knowledge-sharing but focus more on explicit knowledge sharing.

Stimulating innovation performance through knowledge-oriented leadership and knowledge sharing: the moderating role of market turbulence

PurposeDue to the vital role of innovation for firms to respond to the change and achieve competitive advantage, the purpose of this study is to investigate the influence of knowledge-oriented leadership (KOL) on innovation performance (IP) via the mediating role of knowledge sharing (KS). This study also clarifies the KS-IP relationship by exploring the moderating role of market turbulence.Design/methodology/approachAnalysis of moment structures and structural equation modeling are applied to examine the relationship among the latent factors in the proposed research model using data collected from 281 participants in 112 manufacturing and service firms in Vietnam.FindingsThe findings revealed that KOL serves as a key precursor to foster IP, directly or indirectly, through knowledge-oriented leaders’ effect on tacit and explicit KS behaviors. In addition, the paper highlights the moderating role of market turbulence in strengthening the impact of KS activities on IP.Research limitations/implicationsBy highlighting the important role KOL practice for stimulating KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve IP. The research findings support the idea that market turbulence significantly contributes to increasing the effects of KS behaviors on IP.Originality/valueThis study contributes to bridging research gaps in the literature and advances the insights of how KOL directly and indirectly fosters IP via mediating roles of tacit and explicit KS processes under the effects of market turbulence.

Am I motivated to share knowledge for better innovative performance? An approach and avoidance framework.

Past research has long emphasized the critical roles of approach and avoidance motivation orientations in people's creative and innovative performance. However, it has generated mixed results and suggested the possibility of multiple pathways and mechanisms to explain these relationships. In this article, we first argue that employees' approach and avoidance motivation orientations are likely to guide their knowledge-sharing (KS) behaviors, which, in turn, influence their innovative performance. We differentiate between explicit and implicit KS and posit that approach motivation orientation is positively associated with both types of KS. In addition, we argue that while avoidance motivation orientation is positively related to explicit KS, it is negatively related to implicit KS. From a support-threat perspective, we also propose that perceived organizational support and psychological contract breach moderate the effects of approach and avoidance motivation orientations, respectively. We tested these relationships in a survey of 331 employees and their supervisors in two organizations in China. The results supported all of the hypothesized relationships, except for the relationship between avoidance motivation orientation and explicit KS, which was only significant when psychological contract breach was lower. These findings have both theoretical and practical implications. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Leader Mindfulness and Employee Explicit vs. Tacit Knowledge Sharing: Based on Signaling Theory Lens

Drawing on signaling theory, this study investigates the mediating effects of prosocial and image preservation motivations in the relationship between leader mindfulness and employee explicit and tacit knowledge sharing. To test our conceptual model, we conducted a three-wave field study with 332 dyads full-time employees and their immediate supervisors. Results supported the mediating effects of prosocial motivation in accounting for the relationship between leader mindfulness and employee explicit and tacit knowledge sharing. While image preservation motivation only mediated the positive effect of leader mindfulness on employee explicit knowledge sharing. Our study is among the first to examine how leader mindfulness predicts employee explicit and tacit knowledge sharing. We discuss implications for theorizing on mindfulness, leadership, knowledge management, and motivation, as well as practical implications.

Rewards and knowledge sharing in the CoPS development context: the moderating role of transformational leadership

PurposeKnowledge sharing (KS) among employees is critical to successfully developing complex products and systems (CoPS) but is often hampered by employees’ low motivations. The purpose of this study is to investigate how extrinsic and intrinsic rewards influence employees’ explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS) in the CoPS development context. This study also examines the moderating effects of transformational leadership on the relationships between two types of rewards and two types of KS.Design/methodology/approachThis study builds a research model based on expectancy value theory and Maslow’s hierarchy of needs. To test hypotheses, the authors surveyed 257 employees in CoPS projects and analyzed data with the partial least squares structural equation modeling and hierarchical linear modeling.FindingsThe results of this study demonstrate that extrinsic rewards exert no effect on EKS but negatively affect TKS, while intrinsic rewards significantly promote both EKS and TKS. Moreover, transformational leadership positively moderates the abovementioned relationships.Originality/valueThis study extends the research scenario of KS motivations and responds to the call for shedding light on contextual factors influencing KS. This study also offers a comprehensive theoretical perspective to understand KS motivations. Practically, this study provides managers with suggestions about how to use different rewards to encourage different KS practices.

Stimulating knowledge-sharing behaviours through ethical leadership and employee trust in leadership: the moderating role of distributive justice

PurposeDrawing on social exchange theory, this paper aims to clarify the influences of ethical leadership (EL) on knowledge-sharing (KS) behaviours of employees through the mediating roles of affective- and cognitive-based trust in leadership. This work further offers deeper insight into the moderating mechanism of distributive justice in the EL–KS relationship.Design/methodology/approachStructural equation modelling (SEM) is used to investigate the influential degree of EL, aspects of employee trust in leadership and distributive justice on employee behaviours towards tacit and explicit knowledge via data collected from 339 participants in 75 Vietnamese firms.FindingsThe empirical findings reveal that employee trust in leadership positively mediates the relationship between EL and KS behaviours. In particular, distributive justice significantly fosters the impacts of EL on tacit and explicit KS behaviours.Practical implicationsManagers and practitioners should strengthen EL practices to build and maintain employee trust in them for promoting KS behaviours. In addition, research highlights the necessity of establishing distributive justice in organisations to enhance the effect of EL on KS behaviours of employees.Originality/valueThis paper is unique in its attempts to advance the insights on the theory of leadership and knowledge management by investigating the different moderated-mediation mechanisms in the relationship between EL and specific aspects of KS behaviours.

The Influence of Tacit and Explicit Knowledge Sharing on Organizational Performance among Manufacturing Companies in Malaysia

The Influence of Tacit and Explicit Knowledge Sharing on Organizational Performance among Manufacturing Companies in Malaysia

Does knowledge structure matter? Key factors influencing formal and informal knowledge sharing in manufacturing

PurposeThis study aims to investigate the factors from four dimensions that have an effect both on formal and informal knowledge sharing (FKS and IKS) and the relationship between knowledge sharing (KS) and task performance in Chinese manufacturing.Design/methodology/approachThe structural equation modeling approach was applied to hypothesis testing according to the data collected from employees of manufacturing companies through the online questionnaire. A total of 530 valid responses were obtained.FindingsThe results indicate that level of knowledge structure, self-efficacy, leadership support and KS culture all have a significant positive effect on both FKS and IKS while trust only positively affects FKS and information technology support positively affects IKS. Both FKS and IKS positively contribute to the task performance of manufacturing companies.Research limitations/implicationsThis study merely considered the impact of six factors on KS from four perspectives. Consequently, the relationship between some important other factors and KS is not revealed. In addition, the results of this study indicate that there might be a more complicated relationship between these factors and KS than the model constructed by this study. Therefore, in future research, more influencing factors could be considered in the research framework, and a multilevel model, such as a model considering the mediation effect, could be further explored.Practical implicationsAccording to the results, both FKS and IKS play a significant role in promoting organizational task performance, which is worthy of attention by the managers of manufacturing companies. In addition, the relationship between the different factors and the FKS and IKS found in this study provides specific guidance for improving the organizational KS practice.Originality/valueFirst, previous studies considered the construction of explicit KS and tacit KS models based on the content of KS while this study considered FKS and IKS from the perspective of the process and approach of KS. Second, this research has clearly defined the level of knowledge structure from the perspective of knowledge ontology and verifies the positive effect of this factor on KS, providing a new theoretical perspective for exploring KS factors.

Impacts of high-involvement HRM practices on organizational innovation capability: the mediating mechanism of tacit and explicit knowledge sharing

PurposeGiven the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit KS in bridging the relationship between high-involvement human resource management (HRM) practices and specific aspects of innovation capability, namely, product and process innovation.Design/methodology/approachAnalysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 111 manufacturing and service firms.FindingsThe empirical findings reveal that KS processes positively mediate the relationship between high-involvement HRM practices and innovation capability. It highlights the important role of explicit KS in fostering aspects of innovation capability compared to the effects of tacit KS on aspect of innovation capability.Practical implicationsVietnamese firms should pay much attention to high-involvement HRM practices to improve their innovation capabilities. In addition, fostering the willingness of employees for sharing tacit knowledge (e.g. experiences, uncommon understandings and insights) and explicit knowledge (e.g. formal information, official documents and reports and procedures and policies) is one of the most optimal solutions for firms to pursuit product and process innovation capability.Originality/valueThis paper significantly contributes to increasing knowledge and insights on the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on mediating role of KS processes contributes to advancing the body of knowledge of HRM practices and innovation theory.

The effects of the relational dimension of social capital on tacit and explicit knowledge sharing: a mixed-methods approach

PurposeKnowledge sharing among individuals from different teams is rare. Agile methods encourage only the exchange of tacit knowledge within teams. This study aims to analyse the influence of trust, norms of cooperation and reciprocity on tacit and explicit knowledge sharing among individuals from different software development teams.Design/methodology/approachData were collected using a cross-sectional survey involving 205 individuals working in software development teams. The authors adopted a mixed-methods approach involving partial least squares structural equation modelling (PLS-SEM) and fuzzy-set qualitative comparative analysis (fsQCA).FindingsPLS-SEM shows: the antecedents have different influence in tacit knowledge sharing (TKS) and in explicit knowledge sharing (EKS); trust influences directly TKS, and it only influences EKS indirectly, while reciprocity influences TKS directly and EKS both directly and indirectly; norms of cooperation directly influence TKS, and they only influence EKS indirectly. Overall, the fsQCA findings support PLS-SEM results: TKS contributes to EKS; reciprocity or trust is a sufficient condition for TKS and EKS; norms of cooperation are a sufficient condition for TKS; larger firms without high levels of reciprocity and trust cannot expect TKS and EKS. The quantitative and qualitative results are aligned.Research limitations/implicationsThe results cannot be generalisable because snowball sampling was used, and most of the respondents were Brazilians.Practical implicationsThis study should help managers and scholars: to appreciate the relevancy of TKS among individuals using agile methods to nurture EKS and to understand the different effects of reciprocity, trust and norms of cooperation on both TKS and EKS.Originality/valueConsidering three constructs, this study uses a mixed-methods approach to investigate the potential of the relational dimension of social capital theory to leverage TKS and EKS, to overcome the limitations of agile methods. The originality of this study regards that it shows the constructs of relational social capital influencing TKS and EKS differently.

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

PurposeThe aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS).Design/methodology/approachFocusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method.FindingsFindings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS.Originality/valueThis paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

The Effect of Explicit Knowledge Sharing on Human Resource Performance Efficiency: Moderating Role of Human Capacity Development

There are numerous causes responsible for attaining performance efficiency of human resource within the organizations. In this pursuit, the current research has been aimed to further evaluate the relationship exists between Explicit Knowledge Sharing (EKS) within organizations and performance efficiency of the human resources. A quantitative study for the said purpose has been undertaken to ascertain the impact of EKS on performance of human resources while considering the moderating effect of Human Capacity Development (HCD). Quantitative study approach was adopted, and a structured questionnaire was developed based on the relevant studies already conducted in this field. The questionnaires were distributed among 500 respondents, out of which 345 responded, which provided the researcher with 69% response rate. Population of the study comprises wide range of organizations such as Government, Non-Government, International & Private Sector, which were consulted for the primary data collection across the province of Khyber Pakhtunkhwa & Capital Territory of Islamabad by adopting Simple Random Sampling technique. Analysis were drawn through the application of statistical software tools i.e. Amos for factor analysis & SPSS for statistical analysis.The analysis of the data revealed that organizations with EKS practices, subsequently accomplishes efficiency in the performance of their human resources through a positive moderating effect of Human Capacity Development. The usefulness of findings has been endorsed through numerous studies by the local and international scholars of the area. Keywords: Explicit Knowledge Sharing, Human Resource Performance Efficiency, Knowledge Management, Knowledge Sharing

Effect of Tacit and Explicit Knowledge Sharing on Teacher Innovation Capability

This research aimed to measure the effect of tacit and explicit knowledge sharing on teacher innovation capability mediated by organizational learning. Data collection was done by simple random sampling via electronic to the teacher population in Indonesia. The returned and valid questionnaire results were 781 samples. Data processing used SEM method with SmartPLS 3.0 software. The results of this research showed that explicit knowledge sharing had a positive and significant effect on teacher innovation capability, both directly and through organizational learning mediation, while tacit knowledge sharing had a positive and significant effect on teacher innovation capability through organizational learning mediation. Novelty research was proposing a model for building teacher innovation capability through tacit and explicit knowledge sharing with organizational learning as mediation. This research can pave the way to improve teacher readiness in facing the era of education 4.0.

How ethical leadership cultivates radical and incremental innovation: the mediating role of tacit and explicit knowledge sharing

PurposeThe purpose of this paper is to examine the effect of ethical leadership on radical and incremental innovation through the mediating roles of tacit and explicit knowledge sharing (KS).Design/methodology/approachThe paper used a quantitative research method and structural equation modeling to test the research hypotheses based on a sample of 365 participants from 115 Vietnamese firms.FindingsThe results indicated that ethical leadership is positively related to radical and incremental innovation. In addition, tacit and explicit KS significantly mediate the relationship between ethical leadership and the two types of innovation.Research limitations/implicationsThis study is cross-sectional, which limits its ability to control the specific features of the correlations among the factors in the long term.Practical implicationsThe findings of this study suggest that leaders should invest in practicing and applying a moral lens to motivate positive KS behaviors of employees and organizational capabilities for innovation.Originality/valueThis study significantly fills gaps in the literature and advances the understanding of how ethical leadership fosters employees’ KS to improve radical and incremental innovation.

The effect of subjective age on knowledge sharing in the public sector

PurposeThe purpose of this paper is to examine whether subjective age – i.e., how old or young individuals experience themselves to be – affects explicit and tacit knowledge sharing (KS) in the public sector. Moreover, the study explores the moderating effect of three socio-organisational factors, namely KS attitude, co-workers age similarity and organisational structure, on the relationship between subjective age and KS.Design/methodology/approachData were collected from employees working in public (n=144) and hybrid (n=263) Italian organisations. Hierarchical linear multiple regression analysis was employed to examine the multivariate effects on explicit and tacit KS.FindingsEmployees who perceive themselves to be older than they actually are experience lower explicit KS in the public sector. In addition, the moderating effect of age similarity and organisational structure on the relationship between subjective age and tacit KS was found to be significant.Practical implicationsThis study may help managers and policy makers to manage age-diverse workforce operating in highly structured and formalised organisations and to develop HR programmes aimed at fostering KS.Originality/valueThis is the first study linking subjective age to KS in the public sector. This is an extremely interesting context due to the high average age and oldest workforce composition. In this way, the paper extends the literature on subjective age and work-related outcomes and may potentially contribute to the debate regarding KS practices in public organisations.

Arousing a positive climate for knowledge sharing through moral lens: the mediating roles of knowledge-centered and collaborative culture

Purpose The purpose of this paper is to investigate the correlation between ethical leadership (EL), collaborative culture (CC), knowledge-centered culture and employees’ behaviors toward knowledge sharing (KS) in Chinese firms. Design/methodology/approach The paper used structural equation modeling to examine the level of how EL, CC and knowledge-centered culture impact on tacit and explicit KS of employees via the data collected from 319 participants in 51 Chinese firms. Findings The research findings show collaborative and knowledge-centered culture mediates the relationship between EL and employees’ KS behaviors. It highlights the necessity of practicing EL style to develop a positive climate aimed at positively improving tacit and explicit KS of employees. Research limitations/implications Future studies should focus on investigating the relationship between EL, CC and knowledge management process or the other variables to explore and maximize their potential and benefits toward key organizational outcomes. Practical implications This paper offers leaders a deeper understanding of the effective pathways to build positive climates for fostering employees’ tacit and explicit KS. Originality/value This paper is unique in the attempts to increase the understanding of moral lens by which EL might successfully arouse a positive organizational culture and foster KS behaviors in their firms.

Influence mechanism of job satisfaction and positive affect on knowledge sharing among project members

PurposeThe purpose of this paper is to explore the influence mechanism of job satisfaction and positive affect on knowledge sharing among project members in Chinese construction industry, and test the moderating role of organizational commitment between them in order to find a new approach from the perspective of psychology to improve the knowledge sharing performance within project management organizations in China constantly.Design/methodology/approachAn empirical study was used based on confirmatory factor analysis and hierarchical regression analysis with a sample of 540 project members from 80 project management organizations in China.FindingsResearch results showed that job satisfaction and positive affect of project members both have a significant positive impact on knowledge sharing; organizational commitment could moderate the influence of job satisfaction and positive affect on knowledge sharing among project members partially within the Chinese context.Research limitations/implicationsA questionnaire study from China only represents the relationship and regular pattern within a shorter time interval in the Chinese context. It is necessary to continue to implement a longitudinal study in a relatively long period in future research.Practical implicationsKnowledge sharing among project members can be enhanced through improving job satisfaction and positive affect, and strengthening project members’ organizational commitment can amplify the influence effect of job satisfaction and positive affect on knowledge sharing.Originality/valueThis paper clarifies the direct influence mechanism of project members’ job satisfaction and positive affect on explicit knowledge sharing (EKS) and tacit knowledge sharing (TKS), and further tests the partial moderating effect of organizational commitment on the influence relationship of job satisfaction and positive affect on EKS and TKS.