Knowledge Sharing Behavior Research Articles

Digital Learning Experience among Newbie Entrepreneurs

Entrepreneurship is essential to Indonesia's economic development. It is evidenced by 99.9 percent of all Indonesian firms are micro, small, and medium-sized enterprises (MSMEs). Young generations play an essential part in entrepreneurial ventures since they are more likely to start a new business than older generations. Moreover, Gen Y and Gen Z are more adept with digital learning behaviors. This study adds significantly to the existing entrepreneurial literature by examining social media learning on knowledge-based activities. The Rasch model was used in this study. It evaluated social media as a digital platform where newbie entrepreneurs can use resources and capabilities through knowledge-based activities to develop digital learning among them. The study's outcomes demonstrate a significant difference in exploitative behaviors between gen Y and gen Z. On the contrary, there are no significant differences in both generations' explorative and knowledge-sharing behaviors. It means they have the same level of explorative and knowledge-sharing behaviors.

Increasing Innovation Capability Through Knowledge Sharing Behavior, Absorptive Capacity, And Capacity Building at Small and Medium Enterprises

Increasing Innovation Capability Through Knowledge Sharing Behavior, Absorptive Capacity, And Capacity Building at Small and Medium Enterprises

Determinants of Radical and Incremental Innovation: The Roles of Human Resource Management Practices, Knowledge Sharing, and Market Turbulence

Aim/Purpose: Given the increasingly important role of knowledge and human resources for firms in developing and emerging countries to pursue innovation, this paper aims to study and explore the potential intermediating roles of knowledge donation and collection in linking high-involvement human resource management (HRM) practice and innovation capability. The paper also explores possible moderators of market turbulence in fostering the influences of knowledge-sharing (KS) behaviors on innovation competence in terms of incremental and radical innovation. Background: The fitness of HRM practice is critical for organizations to foster knowledge capital and internal resources for improving innovation and sustaining competitive advantage. Methodology: The study sample is 309 respondents and Structural Equation Model (SEM) was used for the analysis of the data obtained through a questionnaire survey with the aid of AMOS version 22. Contribution: This paper increases the understanding of the precursor role of high-involvement HRM practices, intermediating mechanism of KS activities, and the regulating influence of market turbulence in predicting and fostering innovation capability, thereby pushing forward the theory of HRM and innovation management. Findings: The empirical findings support the proposed hypotheses relating to the intermediating role of KS in the HRM practices-innovation relationship. It spotlights the crucial character of market turbulence in driving the domination of knowledge-sharing behaviors on incremental innovation. Recommendations for Practitioners: The proposed research model can be applied by leaders and directors to foster their organizational innovation competence. Recommendation for Researchers: Researchers are recommended to explore the influence of different models of HRM practices on innovation to identify the most effective pathway leading to innovation for firms in developing and emerging nations. Impact on Society: This paper provides valuable initiatives for firms in developing and emerging markets on how to leverage the strategic and internal resources of an organization for enhancing innovation. Future Research: Future studies should investigate the influence of HRM practices and knowledge resources to promote frugal innovation models for dealing with resource scarcity.

Praise of intra-organisational social capital and knowledge-sharing behaviours in MNCs: understanding the human resource development mechanism role

Praise of intra-organisational social capital and knowledge-sharing behaviours in MNCs: understanding the human resource development mechanism role

Knowledge Sharing, Synergistic Teamwork and Innovative Behavior as Driven Factors Team Innovation in The Rural Banking Industry (Bpr) In North Sumatera

Knowledge Sharing, Synergistic Teamwork and Innovative Behavior as Driven Factors Team Innovation in The Rural Banking Industry (Bpr) In North Sumatera

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).

Research on the Dynamic Evolution Law of Online Knowledge Sharing Under Trust

In the context of the COVID-19 epidemic, it has become a new trend for people to use online learning communities for learning and communication. Previous studies had shown that trust was one of the important factors affecting knowledge-sharing behavior in the online learning communities. However, related studies had not analyzed its mechanism from the micro-level. Based on the knowledge sharing gain coefficient and multi-angle trust degree of the online learning communities, this paper constructed the corresponding public goods evolution game model and constructed the Holme-Kim theoretical network model according to the structural characteristics of the community user interaction network. The simulation experiment was carried out by using Matlab to analyze the influence of group trust value and individual trust value on group sharing behavior. From the micro-level, this paper analyzed the evolution law of knowledge sharing behavior in the network under the influence of trust. The results showed that the degree of trust knowledge sharing played an important role in improving the behavior of group knowledge sharing. This study provided theoretical guidance for improving the level of knowledge sharing in the e-learning community and creating a good learning atmosphere.

Examining Knowledge Sharing Behavior on SNS from an Impression Management Perspective

We examined how knowledge sharing behavior on social network sites is associated with impression management motivations as knowledge sharing can be regarded as a self-representation behavior that people perform to impress others. We collected data through an online survey in which 705 respondents participated. To answer the research questions and test hypotheses, a set of hierarchical regression models were employed. We found that both motivation for impression management and the explanatory variables of self-determination theory played important roles in explaining knowledge sharing behavior on Facebook. However, the explanatory variables of self-determination theory were positively associated with the dependent variable, whereas motivations for impression management were negatively associated. We further found that the exact relationship between the motivation to impress others and knowledge sharing varied according to the topic of the knowledge that people shared on Facebook. That is, impression management motivation played a more negative role for topics that require more expertise, such as “politics,” “economics,” and “health” topics, than for more casual topics. This suggests that people might have greater fear of negative evaluation when they are considering posts related to “politics,” “economics,” and “health” topics.

Knowledge Management and Sustainability Performance of Hospital Organisations: The Healthcare Managers’ Perspective

In a changing context, the use of knowledge management (KM) generates value and a long-lasting competitive advantage. As a critical issue for societal development, sustainable organisations must consider the relationship between KM and healthcare. They must investigate how knowledge is created and identify potential predictors of knowledge-sharing behaviour to support a hospital’s long-term knowledge-management strategy. Managers could benefit from KM strategies to improve the performance of hospitals and other healthcare organisations. This study aimed to determine the knowledge management and sustainability performance of a hospital organisation based on the perspective of the healthcare managers. A cross-sectional research approach was employed involving the healthcare managers of a government-subsidised hospital in the Hail Region of Saudi Arabia. The study was conducted between September and October 2022. The results demonstrated that knowledge management was commendable (4.41 ± 0.470) and had high sustainability performance (4.28 ± 0.558). Predictors for knowledge management included gender (B = 0.201; p = 0.002), managerial position (B = 0.285; p < 0.000), years of experiences as manager (B = 0.319; p < 0.000) and educational attainment (B = 0.092; p = 0.003). The predictors for sustainability were gender (B = 0.023; p < 0.000), managerial position (B = 0.352; p < 0.000) and years of experience as a manager (B = 0.0648; p < 0000). The study found that knowledge management was a predictive factor in sustainability regarding economic (B = 0.735; p < 0.000), social (B = 1.028; p < 0.000), environmental (B = 0.774; p < 0.000), technical (B = 0.751; p < 0.000) and governance (B = 0.526; p < 0.000), while knowledge management had a strong correlation to sustainability performance (R = 0.663; p < 0.000). Therefore, knowledge management for learning should be consistently created and shared to keep members involved in the core of operations. When knowledge is put into practice, it can help an organisation innovate, sustain better performance and guarantee long-term success. These study findings may additionally persuade workers to put more effort into knowledge management.

The effect of faultline and incentive schemes on knowledge-sharing behaviour

Purpose This study aims to examine the effect of faultline based on job responsibility and their interaction with the incentive scheme on knowledge-sharing behavior. Design/methodology/approach This research is an experimental study with a 2 × 2 factorial design between subjects. Faultline and incentive schemes are manipulated into two groups (strong faultline–weak faultline and group incentive–individual incentives). This study involved 89 undergraduate accounting students as participants. Findings This research shows that a strong faultline created a strong social identity effect. Hence, the knowledge-sharing behavior among group members tends to be lower than the weak faultline. Knowledge-sharing behavior tends to be higher in group incentive schemes than individual ones. However, there is no support for interactions between incentive schemes and faultline effects on knowledge-sharing behavior. The results indicate that forming a working subgroup based on informational characteristics attributes reduces cooperative behavior and knowledge sharing between groups. Originality/value This study adds a new addition to faultline literature by examining the effect of faultline and incentive schemes on knowledge-sharing behavior based on informational characteristics attributes. Previous research on faultline and knowledge sharing was limited and primarily focused on faultlines created by demographic attributes. This study also enriches faultline literature on knowledge-sharing behavior using an experimental design.

Knowledge sharing behavior among farmers in Indonesia: Does social capital matter?

Social capital has three important dimensions, namely, cognitive, relational and structural. It has a crucial role to enhance farmers’ income and knowledge in some developing countries. However, there is a lack of studies which validate the role of social capital to farmers’ income and knowledge sharing. The aims of this study are to examine the role of farmers’ social capital on knowledge sharing behavior through farmer community and personal expectations. The recent study also examines how mediators’ variables (individual and community expectations) influence farmers' knowledge sharing behavior. The study sample consisted of 720 Indonesian rice farmers from Sulawesi districts and Structural Equation Modeling (SEM) was used to test the research hypotheses. The empirical result indicates that structural, cognitive and relational social capital have a positive role in farmers' expectations. They facilitate community members in rural areas and connect people locally and regionally, as mediator variables, personal and community expectations also emerged as tools where people can explore, interact and share their expertise to develop knowledge sharing behavior. However, community expectations have a greater effect on facilitating knowledge sharing among farmers than personal expectations. This study provided insights on developing and enhancing farmers' economic and social life, which was neglected in prior studies. This research contributes to the literature on social capital theory and social connectedness. Hence, the farmers and the local government should address and identify their objective and rational concerns to improve their social capital. In addition, social capital also enhances the content and processes of farmers’ interactions to foster communication and value propositions in creating unique and valuable experiences. Local government should be aware of the essential components of interaction and effective two-way communications among farmers. Furthermore, social capital can also be treated as a tool that allows farmers to share their expertise and knowledge. The community and local government should solve problems for farmers in the future since it is easier and faster to access information and knowledge about production processes. Social capital also has economic and social value, enhancing a sense of belonging among farmers. Key words: Social capital, Farmer expectation, Knowledge Sharing behavior, Developing countries

Linking empowering leadership with older teachers’ knowledge-sharing behaviour: the roles of organization-based self-esteem and organizational status

ABSTRACT This study develops a moderated mediation model that explores the link between empowering leadership and older teachers’ knowledge-sharing behaviour by focusing on the mediating role of organization-based self-esteem and the moderating role of organizational status. Based on a two-wave survey of 204 older teachers in primary and secondary schools in China, the results indicate that principals’ empowering leadership is positively related to older teachers’ knowledge-sharing behaviour, and this relationship is mediated by organization-based self-esteem. Moreover, organizational status moderates the mediating role of organization-based self-esteem in transmitting the effect of empowering leadership to knowledge-sharing behaviour.

Knowledge Sharing in Project Teams: Psychological Barriers

Abusive supervision and the resultant psychological safety on knowledge sharing in project teams are serious concerns for organizations. Our research results show that abusive leadership causes employees to suffer psychologically—psychological safety—lessening their knowledge-sharing behavior. We also find that personality and disposition—psychological capital—can limit the negative impact of abusive supervision on knowledge sharing. Our research suggests that organizations should invest time and effort in preventing abusive workplace supervision and enhancing psychological safety with clear policies, well-developed communication systems, and active involvement of employees. These elements can help support a psychologically safe working environment. Organizations should also pay attention to screening for personal resources.

Influence of knowledge-oriented leadership and knowledge sharing on radical and incremental innovation: the moderating role of market turbulence

Purpose This study aims to analyze and clarify the influence of knowledge-oriented leadership (KOL) on radical and incremental innovation via the mediating role of knowledge sharing (KS). This study also explores the relationship between KS and two aspects of innovation capability by examining the moderating role of market turbulence. Design/methodology/approach The research model was tested using a structural equation modeling design based on survey data collected from 335 participants in 132 manufacturing and service firms in Vietnam. Findings The findings revealed that KOL serves as a key precursor to foster radical and incremental innovation directly or indirectly through KS processes. In addition, it highlights the moderating role of market turbulence in strengthening the impact of KS activities on two forms of innovation capability. Research limitations/implications By highlighting the important role KOL practice for stimulating KS behaviors, this paper provides a valuable understanding and novel approach for firms to improve radical and incremental. The research findings support the idea that market turbulence significantly contributes to increasing the effects of KS on innovation capability. Originality/value This study contributes to bridging research gaps in the the literature and advances the insights of how KOL directly and indirectly fosters innovation capability via the mediating role of KS processes under the market turbulence.

Encouraging physicians' continuous knowledge-sharing in online health communities: A motivational perspective.

Online health communities (OHCs) as an essential means of patient education can significantly improve patients' health literacy and treatment outcomes. However, sustaining these social benefits brought by OHCs establishes the prerequisite that physicians can continuously share their knowledge on OHCs. Although previous studies have explored physicians' knowledge-sharing in OHCs, scholarly knowledge related to the means of motivating physicians to continue sharing their knowledge remains limited. Therefore, this study developed a research model based on motivation theory to explore the influence of practical benefits, psychological rewards, and perceived connectedness with OHCs on physicians' continuous knowledge-sharing behaviors and the contingent role of physicians' online seniority status. The research model and relevant hypotheses were examined using objective data from one of the leading OHCs in China. The empirical results reveal that both practical benefits and psychological rewards positively affect physicians' continuous knowledge-sharing behaviors. However, an unexpected finding is that perceived connectedness is negatively associated with physicians' continuous knowledge-sharing behaviors. In addition, physicians' online seniority status strengthens the relationship between practical benefits and continuous knowledge-sharing behaviors but weaken the role of psychological rewards and perceived connectedness on continuous knowledge-sharing behaviors. This study contributes to the understanding of the motivational mechanisms underlying physicians' continuous knowledge-sharing behaviors in OHCs and provides significant practical implications for practitioners of OHCs.

Knowledge sharing behavior among academics: Insights from theory of planned behavior, perceived trust and organizational climate

PurposeExtant literature on knowledge sharing in higher education institutions (HEIs) concentrates on non-behavioral perspectives and indicates that academics continue to hoard knowledge despite being given incentives to bolster knowledge sharing behavior (KSB). This study aims to examine KSB among academics from a behavioral perspective through the lenses of the theory of planned behavior, perceived trust and organizational climate.Design/methodology/approachSelf-administered questionnaires were distributed to 12 private universities using the drop-off/pick-up approach, resulting in 405 usable responses, which were analyzed using covariance-based structural equation modeling.FindingsAcademics’ salient beliefs – that is, behavioral beliefs, normative beliefs and control beliefs – significantly influence their attitude, subjective norms and perceived behavioral control (PBC). Attitude, subjective norms, PBC, perceived trust and organizational climate directly influence knowledge sharing intention (KSI), whereas attitude, KSI, subjective norms and PBC directly influence KSB. Noteworthily, KSI is a mediator in the relationships between attitude, subjective norms and PBC with KSB.Originality/valueThis study makes a seminal contribution through the novel conceptualization and theoretical generalizability of the theory of planned behavior by which HEIs can reinforce their competitiveness and global position by enhancing KSB among academics using a profound behavioral strategy.

The influence of cultural intelligence on the intra-team knowledge-sharing behaviour of knowledge-intensive teams

Background: Although knowledge sharing among members of knowledge-intensive teams can enhance an organisation’s competitive advantage, individuals are often reluctant to share their knowledge. Inadequate cultural intelligence could explain this reluctance in knowledge sharing. Empirical research on cultural intelligence and knowledge sharing in a culturally diverse team context is scant, and existing research is rather outdated. Accordingly, the purpose of this study was to investigate the influence of cultural intelligence on the intra-team knowledge-sharing behaviour of individual members of knowledge-intensive teams in South African organisations.Objective: This study aimed to address the gap in the knowledge-sharing literature concerning the relationship between cultural intelligence and intra-team knowledge-sharing behaviour, especially in a culturally diverse context such as South Africa. Understanding and successfully managing cultural intelligence in diverse knowledge-intensive teams can increase intra-team knowledge-sharing behaviour and, subsequently, an organisation’s overall competitive advantage.Method: Positivism, which is associated with quantitative research, and a deductive approach were adopted to empirically test the relationship between intra-team knowledge-sharing behaviour and cultural intelligence. The data were collected through an online survey from 384 respondents who participated in knowledge-intensive teams in South African organisations. Structural equation modelling was conducted to assess the relationship between the variables.Results: The results of the study revealed that cultural intelligence is significantly and positively related to intra-team knowledge-sharing behaviour.Conclusion: Team leaders can enhance cultural intelligence and, subsequently, intra-team knowledge-sharing behaviour and an organisation’s competitive advantage through practical recommendations proposed by this study.

Creating Collaborative Cultures: The Effect of Rewards and Social Units on Knowledge Sharing in Culturally Diverse Academic Settings

Background: The present study explores knowledge sharing in multicultural academic settings, focusing on gender dynamics. The study emphasizes the impact of rewards, social units, and cultural diversity on knowledge sharing behaviors. A deeper qualitative exploration could further highlight specific dynamics not captured in quantitative analysis. Purpose: Taking higher education institutions (HEIs) in India as the research context, this paper aims to examine the knowledge sharing dynamics influenced by rewards, social units, and cultural diversity, focusing on gender-specific differences among faculty members. Additionally, the study provides recommendations for HEIs to foster inclusive knowledge sharing practices. Method: This cross-sectional, quantitative study employed a convenience sampling method. Data were collected via a structured questionnaire. In this survey, 680 questionnaires were distributed to an entire university faculty. All respondents are affiliated with Chitkara University and Punjabi University, India. The survey measured demographic details, familiarity with knowledge sharing, and variables such as knowledge sharing, rewards, social units, and cultural diversity. Result: The study reveals that gender-specific differences significantly impact knowledge sharing behaviors. Monetary rewards are more effective for male faculty members, while non-monetary rewards and institutional support for cultural diversity are more effective for female faculty members. Strong social units positively influence knowledge sharing for both genders, but more so for males. The combined effect of institutional support for cultural diversity and social units on knowledge sharing is perceived differently by male and female faculty members. Conclusion: Gender dynamics play a crucial role in shaping knowledge-sharing behaviors within multicultural academic settings. Addressing these gender-specific influences through tailored rewards and inclusive social networks can enhance knowledge sharing. The study underscores the need for higher education institutions to develop gender-sensitive policies and cultivate inclusive environments to promote effective knowledge sharing among faculty members.

The Role of Social Capital in Building Knowledge Sharing and Innovative Work Behavior in Holding Company

To compete in a dynamic environment, companies must continuously innovate. Therefore, companies need to encourage their employees to have innovative behavior. This study examined the effect of structural, cognitive, and relational social capital on innovative work behavior, using knowledge sharing as mediating variable. This study uses quantitative methods, by surveying 328 employees of holding companies. The data is processed using Partial Least Square. The results point out a positive and significant effect of cognitive and relational social capital on knowledge sharing and knowledge sharing on innovative work behavior.

Knowledge sharing through empowering leadership: the roles of psychological empowerment and learning goal orientation

PurposeKnowledge sharing has become necessary for organizations as it is a source of competitive advantage. Therefore, this study aims to investigate how empowering leadership through psychological empowerment encourages employees’ knowledge-sharing (KS) behavior. This study further explores the moderating role of learning goal orientation (LGO) between psychological empowerment and KS behavior.Design/methodology/approachThis study collected data from 423 employees working in manufacturing and service organizations in two waves on convenience basis to tackle common method variance. The data were analyzed through structural equation modeling.FindingsThe results revealed that empowering leadership helps employees modify their KS behavior both directly and indirectly in the presence of psychological empowerment. Moreover, individuals high in LGO are more likely to involve in KS behavior when psychologically empowered.Research limitations/implicationsThis study used a cross-sectional design and suggests management focus on their working environment to enhance knowledge sharing among employees, which is possible through empowering leaders. The study further suggests management not ignore individual attributes during recruitment.Originality/valueDrawing upon job characteristics model and social exchange theory, this study explores the mediating role of psychological empowerment between empowering leadership and KS behavior and the moderating role of LGO on the association between psychological empowerment and KS behavior.