Organizational Knowledge Sharing Research Articles

Organizational Factors and Knowledge Sharing Behavior: Mediating Model of Knowledge Sharing Intention

This research investigates the mechanism of how organizational factors (including organizational climate, formalization, and centralization) impact knowledge-sharing behavior by considering knowledge-sharing intention as a mediator. After conducting online surveys and offline interviews, we utilized a quantities method with the PLS-SEM tool to examine the potential findings. This study’s respondents were employees selected randomly from information technology enterprises in Vietnam; the final data set included 529 responses. The findings demonstrate that the organizational climate has a favorable link with knowledge-sharing behavior, whereas the remaining organizational factors, namely formalization and centralization, have a negative influence. Besides, this study found that knowledge-sharing intention plays a mediating role in these relationships. This research also provides some theoretical and practical implications, limitations as well as future research directions for further studies.

Linking organizational justice and knowledge sharing: An empirical investigation of SMEs in Vietnam

Purpose: The current study aims to investigate the mediating role of Perceived Organizational Support (POS) and Employee Satisfaction (ES) on the relationship between Organizational Justice (OJ) and Knowledge Sharing (KS) in Vietnamese Small and Medium-sized Enterprises (SMEs).
 Design/Methodology/Approach: The framework and hypotheses were examined using SEM on SPSS and AMOS software to analyse the data after receiving 489 valid responses from 73 SMEs in Vietnam.
 Findings: Findings confirmed that OJ positively affects POS, ES and KS. POS and ES played a partly mediator role in the relationship between OJ and KS. Moreover, the relationship between POS and KS is mediated by ES.
 Conclusion: OJ is a crucial and persistent concern for individuals especially within modern organizations. It is one of the key factors shaping the behavior of individual employees. Furthermore, KS behavior is a significant driver of organizational competitiveness and growth. It predicts higher organizational performance, innovation capabilities and fosters a sense of enjoyment and happiness in aiding others. However, most studies have only examined the direct relationship between OJ and KS. Consequently, the methods by which leaders affect people continue to be unclear and mostly hypothetical. Thus, it becomes essential to analyze the empirical impact of OJ on KS by considering the intermediate influence of Perceived Organizational Support (POS) and Employee Satisfaction (ES).
 Practical Implications: This study provides knowledge about the reality of POS and ES and their mediating role in the relationship between OJ and KS which contributes to enriching the library overall and Vietnamese in particular in this subject.
 Contribution to the Literature: The mediating effect of POS and ES between OJ and KS is one of the initial topics to be addressed in this study focusing on SMEs.

How knowledge sharing and emotional intelligence drive team performance

AbstractThis study examines the relationship between emotional intelligence (EI), knowledge sharing (KS) and perceived team performance. Data from 209 respondents were analysed using hierarchical multiple regression analysis. In this study, we identified interaction patterns between the management dimensions of EI, KS and perceived team performance. A direct effect of KS on perceived team performance was found, yet EI is not a necessary precondition to the relationship. We further found that it is essential to differentiate between knowledge obtaining and knowledge providing and thus acknowledge the two‐dimensionality of KS. We offer suggestions to scholars and practitioners concerned with the planning and management of KS in organisations.

Effect of Organizational Citizenship Behavior and Knowledge Sharing on Employee Performance

The performance of individual human resources greatly affects the success of an organization. One of the main problems that management always faces is performance, so it is necessary to know the factors that influence it, including organizational citizenship behavior and knowledge sharing. The performance problems faced by PT X Lubuk Basung Branch urged management to always transform the performance of each individual to change for the better. This study aims to measure and analyze the effect of organizational citizenship behavior and knowledge sharing on the performance of employees of PT X Lubuk Basung Branch. Research quantitatively by collecting data through distributing questionnaires to the population, namely all employees with a total of 46 respondents. The data analysis technique used is Structural Equation Modeling (SEM) with Smart-PLS software. The results of the study found that organizational citizenship behavior had a significant positive effect on employee performance. Meanwhile, knowledge sharing has a positive but not significant effect on employee performance. Simultaneously, the variable organizational citizenship behavior and knowledge sharing showed an effect on employee performance by 40.5%.

A Case Study on the Relationship between Organizational Culture, Knowledge Sharing and Job Performance of Bank Employees

A Case Study on the Relationship between Organizational Culture, Knowledge Sharing and Job Performance of Bank Employees

Can sharing social-media contents associated with politics influence knowledge management in organizations?

Purpose This study seeks to comprehend if political exposure containing disapproval and different values will affect implicit knowledge sharing (KS) amongst colleagues in the organization. This research examines participants' responses to a colleague's social-media political exposure and their readiness to perform implicit KS to their colleague. Design/methodology/approach Data collection uses an online questionnaire and a vignette approach. Subsequently, data analysis for 316 finished surveys employs structural equation modelling-partial least squares (SEM-PLS). Findings The findings show that the perceived-value similarity of political posts of a colleague significantly and indirectly affects workers' readiness to do implicit KS. Besides, likes and trusts also significantly affect workers' readiness to perform implicit KS. While perceived-value similarity strongly shapes likes, likes significantly and positively affect trusts. Originality/value Sharing social-media postings associated with political exposure can hinder the implicit KS in organizations and is understudied in the field of knowledge management. Especially, unlike this study which focuses on private companies, previous studies have paid more attention to public enterprises. Besides, this paper's empirical verification is obtained from private organizations in Indonesia, which is also neglected by scholars.

The Influence of Organizational Climate, Work Involvement, and Knowledge Sharing on Employee Performance

<p>This study aims to determine the effect of organizational climate, work involvement, and knowledge sharing on employee performance in the Semarang Tengah District Office, Semarang City. The population used was all employees of Semarang Tengah District with a total of 95 people, with the sampling technique using the census method or saturated sample, the size of the sample used was 95 respondents. The data source used is primary data, with the data collection method using a questionnaire. The data analysis technique used is multiple linear regression analysis. The results of hypothesis testing show that organizational climate has a positive and significant effect on employee performance, work involvement has a positive and significant effect on employee performance, and knowledge sharing has a positive and significant effect on employee performance. The coefficient of determination is 0.631, meaning that organizational climate, work involvement, and knowledge sharing can explain variations in employee performance variables by 63.1 percent, so it still needs to be followed up with further research, especially related to individual aspects and organizational commitment.</p>

Effect of Authentic Leadership on Academicians’ Performance through the Lens of Positive Organizational Behavior and Knowledge Sharing Behavior

Due to recent upswing in leadership approach proponents of authentic leadership take a very normative approach, placing a strong emphasis on the creation of interferences to facilitate the development of authenticity. Authentic leadership represents a relatively new leadership framework stemming from the fields of leadership, ethics, positive psychology, and positive organizational behavior. Academicians and practitioners are concerned about how leaders in institutions affect the growth of positive organizational behavior, knowledge-sharing behavior, and employee performance since decades. Any institution, especially non-profit organizations like universities, may benefit from exhibiting the effective leadership style to boost employee productivity. If there was a correlation between the performance of academicians and that of actual leaders, this quantitative study sought to determine if such a correlation was due to positive organizational behavior and knowledge sharing behavior acting as an intervening variable. According to positive psychology, people may develop themselves while simultaneously promoting the growth of others by stressing their positive personality traits that result in the emergence of authentic leadership. Considering a sample of 350 academicians affiliated with both public and private universities in Pakistan, we were able to test and confirm our proposed hypothesis and verify the study model. The findings of this study have provided empirical evidence of the relationships between authentic leadership, positive organizational behavior, knowledge sharing, and academicians' performance. The implications of the study have advanced the theoretical and practical aspects by statistically proving a hypothetical model while providing concrete inferences that can be applied to enhance employees’ performance.

The Influence of Organizational Culture, Work Environment, Knowledge Sharing and Motivation on Employee Performance

This study aims to determine the effect of organizational culture, work environment, knowledge sharing and motivation on employee performance. The population in this study were employees of the DKI Jakarta Regional Revenue Agency. The sampling technique used was purposive sampling. The number of respondents in this study were 100 employees. the data analysis method used is multiple regression analysis, t test (partial) and F test (simultaneous). The results of the study show that: (1) Organizational Culture has a positive and significant effect on Employee Performance. (2) Work Environment has no influence on Employee Performance. (3) Knowledge Sharing has no effect on Employee Performance. (4) Motivation has a positive and significant effect on employee performance. (5) simultaneously all independent variables have a significant effect on the Performance of the DKI Jakarta Regional Revenue Agency Employees.

Knowledge Sharing in Organization: Increasing Job Performance through Absorptive Capacity and Transformational Leadership

Currently, organizations across a range of industries actively encourage knowledge sharing to boost employee productivity and organizational competitiveness. However, despite enormous efforts made by organizations to encourage knowledge sharing among their staff, many individuals are hesitant to do so. Therefore, this study attempts to identify the antecedent and consequences of knowledge sharing. This study considers the role of transformational leadership as a contextual factor that acts as moderator in the linkage between absorptive capacity and knowledge sharing. By providing questionnaires to the samples, namely 200 bank employees in Bandung City, West Java Province, a quantitative approach with a survey method is used. Utilizing structural equation modeling (SEM), the data is examined with AMOS software. The results indicate that absorptive capacity has a favorable impact on knowledge sharing, which in turn has a beneficial impact on job performance. Knowledge sharing also acts as a mediator between absorptive capacity and job performance. In addition, absorptive capacity's impact on knowledge sharing is moderated by transformational leadership. This work adds to the body of research on knowledge management in organization by confirming the antecedents and consequences of knowledge sharing aspect, namely absorptive capacity and employee performance.

Exploring the factors of social media in facilitating knowledge-sharing among university academics: a case study approach

Social media is becoming a vital medium for knowledge-sharing. Although many researchers have attempted to understand the role of social media on knowledge-sharing in organisations, their impact on higher education institutions and academics is still unclear. This study covers interviews with 32 Malaysian academics to determine the elements that influence knowledge-sharing on social media and to assist higher education institutions in leveraging these elements to improve their knowledge-sharing. Five themes and 10 sub-themes emerged from the interviews, including motivational factors (enjoyment in helping others, financial rewards and reciprocal benefits), a social factor (social interaction tie), a social barrier (knowledge hoarding), organisational factors (open communication climate, training and management support) and technological factors (functionality and ease of use). Moving forward, this research gives managers and policymakers valuable insights into how higher educational institutions' stakeholders might be encouraged to feel the need to share knowledge and how they can utilise social media to do so effectively.

A Study on Organizational Trust, Citizenship Behavior and Knowledge Sharing: Evidence from Hotels in Vietnam

A Study on Organizational Trust, Citizenship Behavior and Knowledge Sharing: Evidence from Hotels in Vietnam

The relationship between Organizational Culture, Knowledge Sharing, Work Satisfaction and Knowledge Management Maturity

The relationship between Organizational Culture, Knowledge Sharing, Work Satisfaction and Knowledge Management Maturity

Building the Competence of Outpatient Poly Nurses at Sidoarjo District Hospital with the concept of Organizational Culture, Knowledge Sharing, and Intrinsic Motivation

Initially, RSUD Sidoarjo was established with type D, then increased to type C, until now RSUD Sidoarjo has become a type B hospital. and several other awards. With the many achievements and increasing hospital services, Sidoarjo Hospital builds Organizational Culture, Knowledge Sharing, and Intrinsic Motivation to build nurse competence. This study aims to determine the effect of organizational culture, knowledge sharing, and intrinsic motivation on the competence of outpatient clinic nurses at Sidoarjo Hospital. The research location is in RSUD Kab. Sidoarjo which is located on jl. Majapahit no. 667. This type of research is quantitative research. The data collection technique is by distributing questionnaires to 44 respondents who are outpatient poly nurses at Sidoarjo Hospital. The analytical technique used in this study is multiple linear regression using the SPSS (Statistical Program for Social Science) version 22 for windows. The results of this study indicate that the organizational culture variable has no effect on competence, knowledge sharing has an effect on competence, and the intrinsic motivation variable affect the competence of outpatient poly nurses in Sidoarjo Hospital

Influence of Equity Sensitivity on Organizational Citizenship Behaviors and Knowledge Sharing: Mediating Effect of Work Spirituality

This study was conducted to investigate the mediating effect of workplace spirituality in the relationship between equity sensitivity, OCB, and knowledge sharing. Data used for the analysis were obtained from 385 employees in domestic companies. The results showed that equity sensitivity and workplace spirituality had a positive relationship. Benevolents were higher on workplace spirituality than entitleds. Besides, workplace spirituality was positively correlated with both OCB and knowledge sharing. Finally, the relationships between equity sensitivity and both OCB and knowledge sharing were fully mediated by workplace spirituality. Based on the results, the implications, the limitations of the study, and the future research direction were discussed.

Perceived Organizational Support and Knowledge Sharing: A Moderated-Mediation Approach

This paper investigates the positive influence of perceived organizational support (POS) on employees’ knowledge sharing behavior through their affective commitment. Moreover, it examines the moderating effect of task interdependence, as a situational factor, on this mediating relationship. The results from a total of 222 supervisor-subordinate dyads showed that POS was positively related to affective commitment, leading to knowledge sharing behaviors. Besides, the mediation effect of affective commitment was stronger when task interdependence was low than when it was high. These results imply that employees receiving high organizational support would share their knowledge when they perceive knowledge sharing as a voluntary behavior. Theoretical and practical implications are discussed.

The Social Processes and Factors Affecting Organizational Knowledge Creation and Sharing in New Zealand Firms

This research delves into social processes and antecedent factors that influence organizational knowledge creation and sharing in NZ firms. The ideal processes or barriers have not been fully explored, especially in New Zealand context where the paucity of research in knowledge management still exist. To extend the Knowledge Management research stream, the study incorporates these two theoretical views into a single conceptual model and extend the organizational knowledge creation theory by considering set theory in terms of social and motivational factors. We attempt to link social processes, trust, rewards and IT support constructs within a nomological network that could predict factors that might influence organizational knowledge creation and sharing in New Zealand firms. Data were gathered using an online survey and analyzed using Partial Least Squares technique. Results show that trust, hard rewards and certain social processes have positive impact on organizational knowledge creation and sharing. In addition, trust and soft rewards are found to be positively associated with peer mentoring. Use of IT is positively associated with knowledge combination. Implications of the study are discussed.

Ontology-Based Knowledge Management Tools for Knowledge Sharing in Organization—A Review

Knowledge management (KM) comprises several processes, and one of the most important is the knowledge sharing activities. The ability of an organization to manage its organizational knowledge, specifically in the context of knowledge sharing, may enhance the organization’s overall performance. Various approaches and technologies have been introduced to assist the process in achieving that target. Ontology as one of the knowledge representation methods has been becoming popular to assist knowledge sharing in the organization. Previous reviews have mainly focused on general KM issues, with little emphasis on the use of ontology in knowledge sharing. Thus, this article reviews several ontology-based KM tools that can support knowledge-sharing activities to provide some insight into future research in this area. Thirteen ontology-based KM tools were reviewed using ten elements’ comparison criteria: the motivation, domain, source of knowledge, type of knowledge, knowledge extraction, knowledge input process, knowledge retrieval process, knowledge sharing technology, source of ontology component, and ontology methodology. The review found that several elements can be further studied to improve KM implementation in the organization, especially on the knowledge sharing dimension. This includes simplifying the knowledge extraction and retrieval process to explore various knowledge domains from implicit knowledge sources. The review’s outcome also includes proposed components and functions of an ideal ontology-based KM tool.

Managerial Practices for Knowledge Sharing in Organizations

In today’s organizations managers are increasingly becoming aware that the proper use of knowledge can be a source of sustainable competitive advantage. While it is true that organizations try to attract the best personnel in terms of skill and experience, these skills do not automatically translate to increased efficiency, productivity and sustainable competitive advantage. Research has shown that worldwide organizations lose up to $10 billion due to lack of knowledge sharing. [1].Drawing from secondary sources of data the roles of individual, managerial and contextual factors in facilitating or impeding knowledge sharing has been analyzed. The benefits of knowledge sharing include improved organizational productivity, development of new strategic capabilities, better customer service, development of new knowledge, improved job satisfaction to the employees and job security among others [5], [6],[8], [4].The individual, managerial and contextual factors hindering knowledge sharing have been identified by,[5-6], [9], [4], [10], and others. These can be mitigated through better managerial practices for the benefits of knowledge sharing to be realised.

Role of Knowledge Sharing in High Reliability Organizations: Take the Rail Transportation Industry as Example

Role of Knowledge Sharing in High Reliability Organizations: Take the Rail Transportation Industry as Example