Knowledge Sharing Intention Research Articles

A predictive model of the knowledge-sharing intentions of social Q&A community members: A regression tree approach

ABSTRACT Previous research on the factors affecting knowledge sharing has focused on the relationships between a limited number of variables. However, it is unclear how these factors interact with each other and jointly influence knowledge-sharing intentions. Drawing on social cognitive theory (SCT), this paper performs a decision tree analysis to predict the knowledge-sharing intentions of social question-and-answer (Q&A) community members based on a multitude of environmental and individual factors, including a sharing culture, motivations, and individual characteristics. Data from 1,007 users were collected, and a regression tree model was built using the R package rpart. The results show that high levels of knowledge-sharing intentions occur among those who strongly enjoyed sharing and who perceived fairness within the community. For those who had a moderate or low level of enjoyment, their willingness to share knowledge was jointly affected by the sharing culture and extrinsic motivations.

The influence of relationship and task conflict on the knowledge-sharing intention in knowledge-intensive organisations

Purpose: It is well known that knowledge sharing amongst employees contributes positively to an organisation’s competitive advantage, but that individuals are sometimes, for various reasons, reluctant to share knowledge. Although various types of conflict may influence employees’ knowledge-sharing intention, there is a dearth of empirical research in this regard. The purpose of this study was to investigate the influence of relationship and task conflict on the knowledge-sharing intention of individual employees and to establish whether extrinsic or intrinsic motivation moderates the negative effect that relationship conflict, if any, may have on knowledge-sharing intention.Design/methodology/approach: Data were collected from 597 respondents employed at knowledge-intensive organisations. The hypothesised relationships in this study were assessed by means of general linear modelling.Findings/results: The results of the study reveal that ‘relationship conflict’ is significantly and negatively related to the dependent variable ‘knowledge-sharing intention’ and that this negative relationship is moderated by employees’ ‘intrinsic motivation’.Practical implications: The results imply that by intrinsically motivating employees, the negative effect of relationship conflict on knowledge sharing can be alleviated.Originality/value: Given the importance of managing conflict in the workplace in general and its potential negative influence on knowledge sharing, as well as the dearth of recent empirical research on the relationship between conflict and employees’ knowledge-sharing intention, this study addresses this gap in knowledge-sharing research. In addition, this makes a practical contribution by providing recommendations on how to manage conflict in the workplace. Understanding and managing different types of conflict in the workplace could increase knowledge sharing amongst employees and subsequently enhance organisational and employee performance.

Effect of a community of practice on knowledge sharing across boundaries: the mediating role of learning goals

PurposeA community of practice (CoP) is believed to be a driver for knowledge creation but it can hinder knowledge sharing across boundaries. Drawing on social cognitive theory, this study aims to investigate how a CoP within a single unit promotes knowledge sharing with other units by examining the mediating effect of the members’ learning goals (LG).Design/methodology/approachStructural equation modeling was conducted using a two-wave survey data on nurses from eight Japanese hospitals (n = 263).FindingsThe results indicated that LG fully and positively mediated the effect of a CoP on the knowledge-sharing intention of one unit toward other units and that LG fully and negatively mediated the effect of a CoP on knowledge withholding (KW) from other units.Practical implicationsKnowledge managers need to note that intellectual benefits from experienced CoP can play a key role in reducing the perceived risks associated with members’ knowledge sharing and in creating effective knowledge sharing with other units.Originality/valueThe main contribution is to identify the process by which CoP promotes knowledge sharing and prevents KW across boundaries mediated through LG. This study is the first to quantitatively show how LG cross inter-professional barriers caused by CoPs.

The Effect of Cultural Dimensions on Knowledge-Sharing Intentions: Evidence from Higher Education Institutions in Jordan

The Effect of Cultural Dimensions on Knowledge-Sharing Intentions: Evidence from Higher Education Institutions in Jordan

Intrinsic Motivation and Cultural Diversity in Increasing Knowledge Sharing Intention with Employee Engagement as an Intervening Variable

This study aims to determine the Intrinsic Motivation and Cultural Diversity in increasing Knowledge Sharing Intention with Employee Engagement as an Intervening Variable in the owners of IKM KAMPUNG PIA GEMPOL PASURUAN. The population used is all owners of IKM KAMPUNG PIA GEMPOL PASURUAN, totaling 100 people, and in this study 100 people were sampled. The sampling technique used in this study was a saturated sample. Data collection is done through the distribution of questionnaires. To test the hypothesis used multiple linear regression analysis, multiple correlation coefficient (R), multiple determination coefficient (R2), classical assumption test, F test and t test with the help of SPSS statistics 18.0, as well as validity and reliability tests. The results of the validity test and reliability test showed that all items in the questionnaire were valid and reliable because the value of rcount was greater than the value of rtable. The results of this study proved that intrinsic motivation (X1) affects knowledge sharing intention (Y), cultural diversity (X2) also has an effect on knowledge sharing intention (Y), employee engagement (Z) has an effect on knowledge sharing intention (Y), besides that intrinsic motives (X1), cultural diversity (X2), and employee engagement (Z) have direct and indirect effects on knowledge sharing intention (Y).

Academics’ Knowledge Sharing Intentions and Behaviours: The Influence of Espoused Culture, Social Norm, and Attitude

Knowledge sharing (KS) is a social phenomenon, and whether or not academics practise KS depends mostly on their individual and social characteristics. Although KS is informed by culture, the external validity of the empirical results of most of the research investigating the influence of culture, defined and operationalised at the macro (national or organisational) level, on KS is problematic since the cultural orientation of individuals in a particular society or organisation may not be homogeneous. This study adopted a Theory of Reasoned Action-based model to analyze the influence of espoused individualism–collectivism (IC), espoused uncertainty avoidance (UCA), social norm (SN), and attitude (ATT) on academics’ KS intentions and behaviours. The results are derived using a data set from a large public Arabian University. SN, ATT, and intention positively influence KS behaviour. Collectivism positively influences SN, ATT, intention, and behaviour. Unexpectedly, uncertainty tolerance positively influences ATT and intention. These results provide significant statistical support for the explanatory power of the model. They also put forward empirically based evidence that adds much-needed nuance to the current discourse on KS intention and behaviour and informs policies and strategies that enhance KS in the academe.

How to motivate employees to engage in online knowledge sharing? Differences between posters and lurkers

PurposeThis study aims to combine the theory of planned behave or (TPB) and the motivational framework to extend the research on online knowledge sharing (OKS) in an organization by exploring the factors that drive the knowledge sharing intentions (KSI) of posters and lurkers.Design/methodology/approachA field survey with 501 employees in Vietnamese telecommunication companies is used to collect the data and a structural equation modeling approach with AMOS 25.0 is used to test all the hypotheses.FindingsAttitudes toward OKS and subjective norms influence online KSI for both posters and lurkers. Self-enjoyment has a stronger effect on the attitudes toward OKS for posters than lurkers. Self-efficacy, reciprocity and rewards only affect posters and not lurkers.Research limitations/implicationsThis study uses self-efficacy and self-enjoyment to represent intrinsic motivation and reciprocity and rewards for extrinsic motivation. Future research may use additional motivational factors to provide additional insights.Practical implicationsManagers should pay greater attention to subjective norms and attitudes toward knowledge sharing to motivate all the employees to share knowledge with each other to improve organizational performance.Originality/valueThis is the first study to combine TPB with the motivational framework to explore the factors that drive online knowledge sharing in an organization.

The Effect of Social Capital Dimensions on the Knowledge-Sharing Intention of Physical Education Teachers

The Effect of Social Capital Dimensions on the Knowledge-Sharing Intention of Physical Education Teachers

Knowledge Sharing Framework: a Game-Theoretic Approach

Uncertainty in business environments is promoting learning as an organizational value. Organizations need to implement knowledge management (KM) processes as well as organizational mechanisms transforming collective knowledge into a learning organizational capability. Literature identifies knowledge sharing (KS) as a fundamental KM process. Moreover, KM was found to be a prerequisite to a learning organization. Unfortunately, organizational initiatives promoting KS are challenged with the hoarding wisdom, “knowledge is power.” Literature has researched intrinsic and extrinsic motivations affecting KS intention. The rational action theory (RAT) explains the embedded utility function merging these motivations. Despite many studies, the dynamics of KS behavior needs further examination. This paper is an attempt to frame the KS behavior using game theory and RAT. We represent individuals’ perceived utility in two functions: knowledge and trustworthiness. This limits the perceived utility to personal enjoyment and reciprocity, which could be viewed as establishing a baseline KS behavior. We use the assurance game framework to incubate the two utility functions. Finally, we argue that KS intention is actually a dynamic state within a KS strategy. We identify five KS strategies: cooperation, defection, tit-for-tat, unforgiving, and random. It is the performance of these strategies that needs to be studied. Several scenarios are simulated to observe the progression of knowledge within each strategy. Interestingly, two strategies start with positive KS intention yet end up converging with those who started with negative KS intention. On the long run, only cooperatives seem to be contributing to collective knowledge. Empirical data from a teaching hospital is collected and analyzed for comparison.

A new model for investigating the role of knowledge management system on the mental health of employees

Purpose Knowledge management (KM) implementation is the ideal solution for enhancing employee’s abilities like mental health and performance. This study aims at testing the impact of KM mechanism on personnel’s mental health at the Iran University of Medical Sciences. Design/methodology/approach The study is a descriptive, correlational and applied one. The library and field studies have been used to collect data through the questionnaire. The proposed model and the data have been analyzed using Smart PLS software. A questionnaire has been conducted by an arbitrary sampling method. Findings The results have shown that the main factors of KM have a direct, meaningful positive impact on innovation. Besides, the critical parameters of KM success, strategy and process have a significant and direct positive effect on the tendency for knowledge-sharing behavior. Further, the direct relationship of the trend for knowledge-sharing behavior with the mental health of employees has positively been confirmed. The results have also indicated that psychological empowerment has a positive and significant effect on the mental health of employees. Research limitations/implications This study has investigated the four parameters (i.e. key factors for KM success, KM strategy, KM processes and psychological empowerment) impacting the knowledge-sharing intention, conduct of the people and the mental health of the employees. Scholars can investigate other personal and organizational parameters such as probable backgrounds of the knowledge-sharing intention, conduct and the mental health of the employees. Practical implications These findings will be essential in the understanding of the interplay among various signals in theory and the understanding of patients’ choices in the electronic health (e-health) community in practice. The results have implications for existing health management and e-health literature. The present paper will help policymakers, healthcare executives and project managers to effectively set their operations and make them maintainable, prevent unpredicted obstacles and better allocate their resources. Overall, the result of this paper will guide researchers who are working in the field of e-health. Originality/value The findings can develop robust knowledge-sharing platforms and offer insightful suggestions for management practitioners in emerging markets.

Incentives Can’t Buy Me Knowledge: The Missing Effects of Appreciation and Aligned Performance Appraisals on Knowledge Sharing of Public Employees

This study examines whether incentives affect public employees’ intention to share knowledge. Tested incentives satisfy needs for either achievement or appreciation. Both treatments were tested on implicit as well as explicit knowledge sharing. A 2 × 3 factorial survey experiment was designed to observe within-person and between-person effects. Data were collected from public employees in the core administration and healthcare sector ( n = 623) in 2018. The analysis indicates that both treatments positively affect knowledge-sharing intention if it is explicit knowledge that ought to be shared. However, no effects of either treatment can be found in either type of knowledge sharing. No negative effect of the tested incentives on knowledge sharing was observed. Hence, incentives might not harm knowledge sharing but also do not pay off in organizational practice. In contrast to these motivation-enhancing human resource practices, ability and opportunity-enhancing practices should be tested to foster knowledge sharing.

Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model.

PurposeThis paper examines the influence of leader humility on knowledge sharing intention. Drawing on social exchange theory (SET), we test the direct and indirect mechanisms to explain the influence leader humility has on knowledge sharing intention.Design/Methodology/ApproachA two-wave, time-lagged field study was conducted. We surveyed 252 professional employees from Australia.FindingsResults show a significant direct, positive association between leader humility and knowledge sharing intention. While leader humility had a direct, positive association with affective trust in supervisor and work engagement, it did not directly impact on organizational citizenship behaviors directed toward the individual (OCB-I). There were three SET-related, serial mediators in the relationship between leader humility and knowledge sharing intention. These were affective trust, work engagement, and OCB-I.Research Limitations/ImplicationsFuture studies should collect multi-source data such as peers’ or supervisors’ ratings of the focal respondents’ work engagement, OCB-I, and knowledge sharing behaviors to augment single-source data. Future studies could adopt an affect theory of social exchange to further explore the relationships tested in this study.Originality/ValueThis study contributes to the affect SET and knowledge management literature on how leadership behaviors impact the intention to share knowledge. Our study highlights the preference of the willingness to share knowledge with their co-workers is mediated by affective trust in their immediate supervisors, work engagement, and OCB-I that are equally important as treating their subordinates with humility.

Determinants of knowledge-sharing behaviour among students at higher educational institutions in Oman: a planned behaviour theoretical perspective of knowledge sharing

PurposeThis paper aims to investigate how students’ attitude (SA), students’ subjective norms (SN), students’ knowledge sharing intentions (KSI) can contribute to the enhancement of knowledge sharing behaviour (KSB) among students at higher education institutes (HEI) in Oman.Design/methodology/approachThis study follows the quantitative methodology and the deductive causal research approach. The data were conveniently collected through a Web-based questionnaire (Google forms) from 285 active students who are affiliated to Omani universities. SPSS was used to statistically analyse the collected data, including partial least square-structural equation modelling (PLS-SEM V3.3) to draw the results.FindingsThe study concluded that SA has both direct and indirect positive impact on SN, KSI and KSB. Moreover, the result revealed that there is a mediation effect between SA and KSB through KSI, SA and KSI when SN is playing as a mediation role.Research limitations/implicationsAlthough this study contributes to the existing body of knowledge, this study is limited by the scarcity of the related literature in the Omani context. It is recommended that these shortfalls be addressed together while improving the knowledge-sharing behaviour among students and administrative staff. Furthermore, the potential variation between academic staff and students in terms of factors affecting their intentions to share knowledge within HEIs should be explored.Practical implicationsThis research provides policymakers in academic fields with the appropriate approaches to leverage the knowledge-sharing behaviour amongst Omani students with the understanding of the main factors affecting individuals’ knowledge-sharing behaviours.Social implicationsThis will help in improving the means of employing and practising knowledge-sharing strategies within HEIs, which can generate competitive advantages amongst students and institutions while benefiting knowledge management strategies and its members.Originality/valueThe importance of the study stems from its context being conducted in Oman as a developing country. In addition, this study is one of the initial attempts to investigate KSB by considering SA, SN and KSI and its applicability on HEI in Oman. The findings of the study can serve as inputs to HEI in developing best practices across KSB dimensions and expanding the knowledge-sharing culture amongst HEI’s students in Oman. One of the developed strategies is the spreading of the knowledge-sharing culture among students by positively directing their attitude towards the practices of knowledge exchange.

Achieving structured knowledge management with a novel online group decision support system

Knowledge management (KM) is a complicated process that involves socialization, externalization, combination, and internalization and requires close collaboration among the people involved. Although Nonaka proposed the SECI (Socialization, Externalization, Combination, Internalization) model and the concept of Ba, which provides a process-oriented view of knowledge creation and transfer, practicing it is rather ad hoc. COVID-19 has provided a chance for practitioners to find a new method for KM. In this study, we adapted a group problem-solving system called TeamSpirit and structured it as a Ba for the SECI model. We then compared TeamSpirit with two other implementations of Ba, email and face-to-face communication, to evaluate their effects on knowledge externalization, knowledge combination, and knowledge internalization. Then, we evaluated whether these knowledge-conversion processes could improve knowledge acquisition and intention to share knowledge. A 3 × 2 mixed factorial design experiment was conducted. The results show that (a) TeamSpirit was better than the others, and face-to-face was better than email for each of the three knowledge conversion processes (externalization, combination, and internalization) and (b) the better the team’s knowledge conversion process lead, the stronger its knowledge acquisition and knowledge-sharing intention.

The impact of social capital and knowledge sharing intention on restaurants’ new product development

PurposeUsing social capital theory, this study aims to investigate internal social capital (ISC) and external social capital (ESC) as determinants of knowledge sharing intention (KSI) and new product development (NPD) in high-end restaurants.Design/methodology/approachA theoretical model is developed and tested using data collected from 523 respondents (owners/proprietors, partners and managers) from high-end restaurants in Karnataka, India. Partial least square structural equation modeling is used to analyze the data.FindingsThe results suggest that ISC has a significant and positive influence on ESC. This highlights the important role of ISC in building ESC. While ISC has a positive relationship with KSI, ESC has no influence on KSI. KSI has a positive effect on NPD.Practical implicationsRestaurant managers and owners should invest time and resources in building ISC by nurturing relationships with employees and partners. Encouraging and rewarding collaborative behaviors internally will facilitate the development of external relationships. Results also suggest the existence of an optimum level of knowledge sharing with external partners in restaurants.Originality/valueTo the best of the authors’ knowledge, this is the first study to examine the relationship between ISC and ESC, and test the effects of both KSI and NPD in high-end restaurants.

Effects of Organizational Climate and Talent Cultivation on Knowledge Sharing Intention in Ecotourism Industry - Based on Social Cognitive Theory

The fierce change in economic environment and the rapid boom fluctuation in past years have squeezed the survival space for ecotourism industry and resulted in fierce competition in ecotourism industry. The promotion of ecotourism adds new vitality and new meanings to traditional tourism and enhances the conservation of natural resources and the extension of local tradition. However, the shortage of talents results in the awareness of ecotourism not being implemented. For the development needs, ecotourism talent cultivation has to be constantly innovated. Aiming at employees of ecotourism industry in Fujian Province, as the research objects, total 500 copies of questionnaire are distributed and 382 valid copies are retrieved, with the retrieval rate 76%. The research results show significant correlations between 1.talent cultivation and organizational climate, 2.organizational climate and knowledge sharing intention, and 3.talent cultivation and knowledge sharing intention. According to the results, suggestions are eventually proposed in this study, expecting to help ecotourism businesses apply talent cultivation and cooperate the culture of knowledge sharing to precede knowledge management or general knowledge sharing.

The influence of the community climate on users’ knowledge-sharing intention: the social cognitive theory perspective

ABSTRACT The purpose of this paper is to investigate the underlying mechanism of the community climate on knowledge-sharing intention in virtual communities. Based on social cognitive theory, a theoretical model was developed and empirically tested using a web-based survey of 525 members from an online question and answer (Q&A) community in China. Results showed that knowledge-sharing self-efficacy and outcome expectation played a chain mediation role in the relationship between the community climate and knowledge-sharing intention. This study is among the first to examine whether and how community climate influences knowledge sharing. Our research findings unpack the mechanism of the community climate on knowledge-sharing intention, and provide practical insights on how to use community climate to facilitate users to share knowledge in online Q&A communities.

Where does knowledge-sharing motivation come from? The case of third-party developer in mobile platforms

PurposeIn mobile platforms, an increasing number of third-party developers (developers) create new ideas and enhance their expertise through knowledge sharing on the developers’ community. Notwithstanding the importance of the sharing and its uniqueness on the mobile platform contexts, the motivational factors of sharing their knowledge on the community have been underinvestigated. Therefore, this paper aims to provide a comprehensive framework to enhance the knowledge sharing in the mobile platform context.Design/methodology/approachBased on the theory of reasoned action, this paper incorporated intrinsic and internalized extrinsic motivations with two unique features of platform environments: platform open policies and coopetitive relationships. To test, an online survey was distributed to four developer communities in Korea, two Android and two iOS communities.FindingsThe results show that a platform pursuing higher openness causes the developers to find higher social pressure for information sharing. The coopetitive relationship with other developers in the same platform takes dissimilar roles; reciprocity significantly increases subjective norm, while rivalry does attitude. Self-efficacy and self-development stimulate knowledge sharing. Furthermore, multilevel analysis to capture the difference between two leading mobile platforms indicates no path difference but, interestingly, shows significant mean difference between the two platforms regarding perceived openness and rivalry.Originality/valueWith this paper, the authors fulfill the need to understand the knowledge-sharing intention of developers in the context of mobile platforms where developers can be potential competitors or cooperators and where two platforms offer different policies and developmental environments.

The Effect of Social Capital on Tacit Knowledge-Sharing Intention: The Mediating Role of Employee Vigor

The role of social capital in predicting knowledge sharing has received considerable attention in research. However, very limited research has investigated the mechanisms mediating this relationship. To address this important gap in knowledge, the purpose of this study was to examine employee vigor as a psychological mechanism mediating the effect of social capital on tacit knowledge-sharing intention. Data collected from 209 employees in multiple industries in China were empirically tested by using structural equation modeling analysis. The results show that social capital positively affects emotional energy, which then positively influences the intention to share tacit knowledge. However, neither physical strength nor cognitive liveliness mediates the path through which social capital impacts tacit knowledge-sharing intention. Our research findings unpack the impact mechanism of social capital on tacit knowledge-sharing intention, and provide practical insights into how to use social capital to facilitate employees to share tacit knowledge in organizations.

Emotional Factors Affecting Knowledge Sharing Intentions in the Context of Competitive Knowledge Network

This study deals with a competitive knowledge network (CKN) where participants desire to pass their personally important exams, and henceforth want to contribute and seek knowledge about exam-related issues they need to solve. Besides, CKN members are basically competing with each other since they all aim to pass the same exams. Therefore, from the contributor’s perspective, if the advisor fears that his/her advice can be detrimental to his or her own benefits, knowledge sharing (KS) intention within the CKN may be hindered by their expectation of competitive advantage. However, few studies were done about the effects of such fear and a sense of competition on KS continuance intention in the context of CKN. In this sense, our study aims to elucidate the effects of competition and fear on KS continuance intention in a mobile CKN. By using 296 valid questionnaires, we obtained very meaningful conclusions such that competition is a driving force rather than an obstacle to KS among CKN members, and fear also enhances members’ sustainable KS intention.