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The purpose of this paper is to examine how organizational design – particularly, delegation, and extrinsic and intrinsic reward systems – impacts employees' knowledge transfer in the context of Spanish small nonprofit organizations.

A quantitative analysis using data from a sample of 105 Spanish small nonprofit organizations obtained by means of a postal survey was performed using the partial least squares (PLS) approach, in order to test the research hypotheses.

The research findings show that delegation involves a greater use of rewards and these, in turn, improve knowledge transfer. Considering the results obtained it is possible to conclude that, due to lack of technical knowledge, managers of these nonprofit organizations must delegate decision rights to qualified employees and that they should use a higher degree of rewards, both intrinsic and extrinsic, especially the intrinsic ones, to motivate employees to mutually transfer knowledge efficiently.

This research is focused on Spanish small nonprofit organizations, and recommendations to other nonprofit organizations must, therefore, be very cautious. However, this study provides empirical insights, linking organizational design and knowledge transfer in the nonprofit context.

Besides the importance of promoting knowledge transfer through an efficient and effective organizational design in nonprofit organizations, the authors recommend managers design mechanisms to convert tacit knowledge into explicit knowledge, to guarantee that knowledge remains in the organization. Also, the authors consider that managers should make an effort to create an appropriate environment – by means of reward systems, especially intrinsic rewards – so that employees are committed to the mission and objectives of the organization.

Few empirical studies have analyzed the influence of organizational design on knowledge transfer in the context of nonprofit organizations, even though the nonprofit sector has reached a great importance for their economical and social role in society.

The purpose of this paper is to investigate digital knowledge sharing (KS) and social learning (SL) of geographically dispersed employees during the COVID-19 pandemic.

The method is qualitative case study action research within a leading global provider of comprehensive logistics and transportation solutions; 22 employees from various geographically dispersed entities were selected through purposive sampling. Employees took part in interviews to explore their perspectives on and experiences with digital KS and SL.

Findings first show that successful digital KS and SL hinges on the motivation, intentions, attitude and behaviour of employees to share and co-create knowledge embedded in supportive KS culture and climate. Second, findings show that the implementation of knowledge sharing platforms customised to the needs and preferences of employees within the case study organisation facilitated KS and SL, which in turn aided the development of individual and organisational capability, agility and adaptability required in the contemporary, digital knowledge economy, especially during the COVID-19 pandemic.

This research was a single case study of an organisation within one business sector, namely logistics, encompassing a small sample of 22 employees. Hence, this study does not permit statistical generalisation but only permits internal generalisation.

Forming and sustaining networks of influencers, i.e. employees who are role models of digital KS and SL, who serve as strong advocates and ambassadors for instilling a KS culture and climate within the organisation have a powerful influence on evoking digital KS and SL organisation-wide.

The contribution of this paper is that it presents an evidence-based “Digital Knowledge Sharing and Social Learning model” depicting the factors that influence digital KS and SL, the benefits and outcomes. This model aids researchers and practitioners to better understand the dynamics of digital KS and SL between organisational members in a cross-cultural business environment during times of crises.

The purpose of this paper is to understand better the gendered nature of role model status within organizations. The paper aims to argue that women require organizational legitimacy to be perceived as a role model, whereas men rely primarily on the strength of social ties within their friendship networks.

An empirical study of admissions department employees at a large eastern university within the USA was conducted. Using a social network approach, participants were asked to identify advice, friendship and role model relationships and provide information about awards and recognition received from the organization.

The results showed that, in order to be perceived as a role model, females needed to give (but not ask for) advice, earn organizational rewards, hold leadership positions in the organization, and maintain strong ties with other employees. Males only had to have a number of friendship or advice ties to be seen as a role model.

The findings are consistent with the idea that females need to establish formal organizational status or legitimacy (e.g. leadership roles, rewards) in order to be perceived as a role model. In addition, balancing advice‐giving versus advice‐seeking is more important for female compared with male role models.

This paper examines the concept of role modeling using a social network analysis, thus providing new insight about the impact of advice and friendship network centrality on role model status in organizations.

This paper aims to discuss the motivational factors affecting the knowledge sharing through an intra‐organizational social media platform and to answer the following research questions: “What motivates employees to share their knowledge through an intra‐organizational social media platform?”; “What impedes them sharing knowledge this way?”; and “Do these factors differ from those motivational factors regarding knowledge sharing in general?”.

The paper approaches the issue from both theoretical and empirical viewpoints. The motivational factors regarding knowledge sharing in general are summed up from literature. The social media platform perspective to the issue is studied by conducting a survey in two companies.

The results reveal that the motivation to share knowledge through an intra‐organizational social media platform is the desire to help the organization reach its goals and helping colleagues, while financial rewards and advancing one's career were seen as least motivating. The key issues enabling the success of using a collaborative intra‐organizational social media platform in knowledge sharing are in line with the general knowledge sharing motivational factors, although supplemented with some additional features: reciprocity in knowledge sharing, making every‐day work easier and faster and ease of use are the key factors that make or break the success.

The empirical study reveals what motivates and impedes the employees of the companies to share knowledge via an intra‐organizational social media platform. The results are discussed in the light of those from earlier research about general knowledge sharing motivational factors.

The purpose of this study is to identify the individual and organizational factors that influence knowledge sharing (KS) behavior within Hungarian organizations.

The data were obtained from 238 completed questionnaires collected via the LimeSurvey system. The analysis is based on applied quantitative methodology, both descriptive and inferential statistics were used. The research investigated the relationships between individual and organizational characteristics and the KS behavior at individual and global levels.

Among individual factors, significant relationships have been identified regarding the generation and position of individuals, and KS behavior, while gender and education do not seem to play a significant role. With respect to organizational factors, the size of the organization and the tenure of individuals are found to be significant.

The results of the analysis are limited because the data set was not large enough to investigate inter- and intra-industry variability.

The outcome of this research can support the design of managerial and organizational processes and incentives that will potentially facilitate KS in a more efficient and effective manner. Such improved KS is likely to improve the overall performance of knowledge-intensive organizations.

The original value of this research is that individual and organizational characteristics have been identified that influence KS behavior. The study focuses on a single country, Hungary, and provides relevant insight into the organizational dynamics of a specific national context.

Enterprise social media platforms provide new ways of sharing knowledge and communicating within organizations to benefit from the social capital and valuable knowledge that employees have. Drawing on social dilemma and self-determination theory, the purpose of this paper is to understand what factors drive employees’ participation and what factors hamper their participation in enterprise social media.

Based on a literature review, a unified research model is derived integrating demographic, individual, organizational and technological factors that influence the motivation of employees to share knowledge. The model is tested using statistical methods on a sample of 114 respondents in Denmark. Qualitative data are used to elaborate and explain quantitative findings.

The findings pinpoint towards the general drivers and barriers to knowledge sharing within organizations. The significant drivers to knowledge sharing are: enjoy helping others, monetary rewards, management support, management encourages and motivates knowledge sharing behavior and knowledge sharing is recognized. The significant identified barriers are: change of behavior, lack of trust and lack of time.

The proposed knowledge sharing framework helps to understand what factors impact engagement on social media. Furthermore, the article suggests different types of interventions to overcome the social dilemma of knowledge sharing.

The study contributes to an understanding of factors leading to the success or failure of enterprise social media drawing on self-determination and social dilemma theory.

The purpose of this paper is to empirically investigate the moderating effect of humble leadership on the relationship between different intrinsic and extrinsic motivational factors and employee’s knowledge-sharing intention.

Responses of 236 employees in public organisations in the country of Jordan were collected via the completion of an online survey. The study data was analysed using structural equation modelling.

This study found that humble leadership support positively moderated the effect of intrinsic motivational factors (i.e. self-efficacy and enjoyment) on KS intention, while such leadership does not moderate the relationship between extrinsic motivational factors (i.e. rewards and reciprocity) and KS intention.

This study increases the understating of the conditions under which employees’ knowledge-share by exploring the moderating effect of humble leadership behaviour on motivational factors and KS intention in public organisations, particularly in the context of a developing country.

Nurses in hospital settings are a primary contact point and the way their behaviors are perceived by patients is a critical determinant of overall patient satisfaction. The purpose of this paper is to empirically test and extend knowledge of the determinants of customer‐oriented behavior (COB) of contact personnel in a high‐contact service setting (healthcare industry). The paper contributes to the literature by examining two groups of constructs – dispositional variables (e.g. personality traits of the service provider) as well employee perceptions of service climate, mediated by surface traits and organizational commitment, on the dependent variable, COB of nurses in a hospital context.

The study involved both qualitative (focus groups) and a large‐scale survey, with a final sample of 270 nurses from five hospitals in Thailand. The dependent variable was a self‐reported measure of COB. Tests for common method bias suggested however that this was not a problem. All measures were sourced from the literature and demonstrated sound measurement properties. The conceptual model was tested using structural equation modeling.

Analysis supported the hypothesized model. Basic personality (extraversion, emotional stability, conscientiousness, and agreeableness) as well as customer orientation as surface trait (COS) all impact either directly or indirectly, on nurses' COB. Nurses' perceptions of the service climate and their commitment to the hospital are also significant predictors.

Future research might attempt to obtain objective measures of nurses' performance in lieu of self‐report measures. Further, as the healthcare industry has very specific characteristics (high affect, high anxiety among patients, high customization, etc.) this model should be tested in a variety of service settings. For healthcare managers, the findings, especially related to basic personality traits, have important implications for the type of person that should be recruited. The adage “Hire for attitude, but train for skill” certainly applies here.

The paper's contribution lies in analyzing the impact that both basic personality (extraversion, emotional stability, conscientiousness, and agreeableness) as well as surface traits, have on nurses' behavior; and simultaneously examining the impact of nurses' perceptions of service climate and organizational commitment.

The objective of this study is to investigate the factors of two sub-processes – knowledge donating and knowledge collecting – of knowledge sharing in Hong Kong higher education context. This study examines the individual factors, organizational factors and technology factor of knowledge sharing. Individual factors include enjoyment in helping others and knowledge self-efficacy while organizational factors refer to the top management support, organizational rewards and organizational culture. The use of technology system is proposed to be the technology factor.

Based on the literature review, this study develops a structural model representing the impact of six latent variables on knowledge donating and knowledge collecting processes Data from a questionnaire survey of 166 respondents from academics from Hong Kong higher education sector was used to analyze the model. PLS-SEM was adopted in this study.

The result of the data analysis suggests enjoyment in helping others has a positive impact on both knowledge donating and knowledge collecting. For organizational factors, a trust and collaborative culture enhance both the sub-processes. The technology factor only contributes to the knowledge donating process. Several practical implications are provided to high education leaders, for instance, by establishing a trust and collaborative environment, academics are more eager to donate and collect knowledge.

This paper provides insights for researchers to further understand how individual, organizational and technology factors affect two sub-processes of knowledge sharing. On the practical side, this study validated several critical factors to successful knowledge donation and knowledge collection.

The dynamism of new economy requires information professionals not only to create knowledge quickly but also to acquire and apply knowledge through knowledge sharing (KS). So, determining factors that may influence knowledge sharing within an organization or among organizations has become an important area of research. This paper aims to review determinant factors influencing inter- and intra-organizational knowledge sharing in order to offer a framework.

The present paper proceeds in three phases. In the first phase, the published literature on knowledge sharing has been reviewed extensively with consideration of their empirical applications. Next, based on the understanding gained from the previous stage, a conceptual framework of successful factors for effective inter-organizational knowledge sharing has been proposed. In the third phase, the proposed framework has been developed and finalized towards its maturity.

Based on the literature, the authors have developed a framework for understanding factors which influence inter-organizational knowledge sharing. Knowledge sharing among organizations appears theoretically sound, but it is a difficult task due to some complexities.

This paper attempts to set a theoretical framework for inter-organizational knowledge sharing as a foundation to address the gap in current literature though it does not claim to be comprehensive.

A few attempts have been made to investigate success factors for inter-organizational knowledge sharing empirically or even theoretically, but this is the first of its kind that provides a theoretical framework to arrange success factors for the knowledge sharing based on inter-organizational collaborations. It serves as a useful starting point for those interested in knowledge management (KM). So it can serve as a roadmap of significant knowledge sharing research for researchers, designers and managers considering their options for fostering KM.