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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.

This paper aims to develop and validate a scale to measure knowledge-sharing motives at work. It is aimed to construct a scale which is explicitly different from knowledge-sharing behavior and to develop a comprehensive and domain-specific scale for this special kind of work motivation.

The constructed scale was tested in two studies. Survey data (n = 355) were used to perform an exploratory factor analysis. Results were further tested on survey data from the core public sector (n = 314) and the health sector (n = 315). A confirmatory factor analysis confirms the results in both samples. The developed scale was further validated internally and externally.

The analysis underlines that knowledge-sharing motivation and knowledge-sharing behavior are different constructs. The data suggest three dimensions of knowledge-sharing motives: appreciation, growth and altruism and tangible rewards. While it is suggested that the developed scale works in the public as well as the private sector context, it is found that knowledge sharing of public employees is merely driven by “growth and altruism” and “appreciation of coworkers.”

No comprehensive and reproducible scale to measure knowledge-sharing motives, which is different from behavior and domain-specific as well, was available in the literature. Therefore, such a scale has been constructed in this study. Furthermore, this study uses samples from different organizational sectors to deepen the understanding of knowledge sharing in context.

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.

This paper aims to investigate how motivation aspects including expected organizational rewards (EOR) and enjoyment in helping others (EHO) drive umrah travelers’ participation. Furthermore, it verifies the effect of umrah travelers’ participation on loyalty and assesses the perceived value and umrah travelers’ satisfaction emerging in this relationship.

The survey uses the purposive sampling method. Data analysis uses confirmatory factor analysis and structural equation modeling with a total sample of 438 umrah travelers.

The results show that EOR and EHO affect umrah travelers’ participation; umrah travelers’ participation has a direct effect on umrah travelers’ loyalty; and all the relationships between umrah travelers’ participation, perceived value, satisfaction and loyalty are significant.

This study contributes to the theory of religious tourism particularly in identifying the motivation aspects as the antecedents of umrah travelers’ participation beyond religiosity. Furthermore, this study provides the theory of umrah travelers’ participation and loyalty and proposes that perceived value and satisfaction emerge in this relationship.

本研究框架调查了动机方面的内容, 包括预期的组织奖励（EOR）和帮助他人的愉悦感（EHO）是如何推动朝圣旅游者的参与的。 此外, 它验证了朝圣旅游者参与对忠诚度的影响, 并评估了这种关系中出现的感知价值, 以及朝圣旅行者的满意度。

调查采用目的抽样方法。 共收集了438位朝圣旅游者的样本, 采用验证性因素分析和结构方程模型进行数据分析。

结果表明, EOR和EHO影响朝圣旅游者的参与； 朝圣旅游者的参与会直接影响朝圣旅游者的忠诚度； 朝圣旅游者的参与、感知的价值、满意度和忠诚度之间的所有关系都很显著。

这项研究为宗教旅游学理论做出了贡献, 特别是在确定动机方面, 是超越宗教信仰来讨论朝圣旅行者参与度的先驱研究。 此外, 这项研究提供了朝圣旅游者的参与和忠诚度的理论, 并提出在这种关系中出现了感知的价值和满意度。

Este trabajo investiga cómo los aspectos motivacionales, incluidas las recompensas organizacionales esperadas (EOR) y el placer de ayudar a otros (EHO), impulsan la participación de los viajeros “umrah”. Además, verifica el efecto de la participación de dichos viajeros sobre la lealtad y evalúa el valor percibido y satisfacción, que emerge en esta relación.

La encuesta utiliza el método de muestreo intencional. El análisis de los datos, emplea análisis factorial confirmatorio y modelos de ecuaciones estructurales (SEM), sobre una muestra total de 438 viajeros “umrah”.

Los resultados arrojan que, EOR y EHO afectan a la participación de los viajeros “umrah”; Que la participación de dichos viajeros tiene un efecto directo en la lealtad de los mismos; y todas las relaciones entre la participación de los viajeros de “umrah”, el valor percibido, la satisfacción y la lealtad son significativas. 

Este estudio contribuye al turismo religioso y sus teorías, particularmente en la identificación de los aspectos de motivación y los antecedentes de la participación de los viajeros “umrah”, más allá de la propia religiosidad. Además, este estudio proporciona a la literature, el análisis sobre la participación y lealtad de los viajeros “umrah”, y propone que el valor percibido y la satisfacción de los mismos, sean elementos a considerer en esta relación.

University–industry (UI) collaborations are now a crucial issue as universities explore innovative means to secure industry funding for research and improve the employability content of existing curricula. This paper explores the dynamics of the antecedents of UI collaborations in management education. It further investigates the moderating variables (motivation, national policy and institutional factors) that are likely to influence the positive relationship between the antecedents of collaboration and the intention to collaborate.

A quantitative survey sent to 300 participants in academia and industry in Ghana achieved an 83% response rate. The data was analysed using bivariate and multivariate techniques.

The results revealed a positive relationship between knowledge sharing, trust, communication and motivation for UI collaborations. Motivation did not have a moderating effect on the positive relationship between any of the five independent variables and UI collaborations. Institutional factors were found to moderate the positive relationship between knowledge sharing and collaboration.

Policy to encourage UI collaborations should build on reputational and intrinsic rather than purely financial motivations as academics are motivated by a complex mix of monetary and non-monetary factors.

This paper highlights the need for an intricate alignment of the interests of academia and practitioners to encourage UI collaboration efforts.

The purpose of this paper is to investigate the association between human resource management (HRM) practices and knowledge sharing from the Malaysian industry context.

The method of exploratory factor analysis and confirmatory factor analysis were employed to evaluate the reliability and validity of the measurement model. The structural equation modeling (SEM) method was applied to examine the theoretical framework.

The results indicate that recruitment and selection, teamwork, training and development, and performance appraisal, showed a positive relationship with knowledge sharing, as perceived by the managers in the Malaysian manufacturing and service organizations.

The research design in this study was cross‐sectional rather than longitudinal. Hence, even though the SEM method was adopted, the interpretations of the cause‐effect‐relationship among the variables could not be determined. In this case, longitudinal research designs serve to be more constructive as compared with cross‐sectional designs in providing causation evidence between HRM practices and knowledge sharing.

Findings from this study should be beneficial for HRM managers in developing countries such as Malaysia, who plan to develop competitive knowledge sharing competencies through the adoption of HRM practices.

The contribution of this study is the construction of a measurement system of HRM practices and knowledge sharing that could facilitate future research on human resource management, as well as highlighting important implications for HR managers in developing countries.

This study aims to explore the interaction among individual factors (enjoyment in helping others and knowledge self-efficacy), organizational factors (top management support and organizational rewards) and the use of information and communication technology factors as enablers of knowledge-sharing (KS) processes (knowledge donating and knowledge collecting) and firm innovation capability (IC) in a telecommunications company in an emerging market economy, namely, Bahrain.

The study used a mixed-methods case study approach. It used answers from 77 employees’ questionnaires and applied the partial least squares structural equation modeling method to test the research model. Several in-depth semidirective interviews were conducted with managers from different levels, functions and educational qualifications to address additional social, cultural, structural and strategic issues related to KS and IC.

The results indicated that enjoyment of helping others correlates with knowledge collection. Top management support had a substantial connection with knowledge donation, which had a robust positive relationship with firm IC. The interviews showed that moving toward a customer-centric strategy, policies, procedures and KS culture in a big organization with many business silos required tremendous effort and pain. People’s ability, willingness and readiness to share knowledge heavily depend on the corporate culture. Employee resistance to change posed a significant challenge.

Researchers have rarely used a case study or a mixed-methods case study approach to explore KS and IC. This study aims to fill this gap using a mixed-methods approach to examine KS enablers, processes and IC in a developing country’s social and cultural context, Bahrain. The work brings together new ways of looking at things and figuring out what they mean to understand knowledge transfer and IC in a telecommunications company. The company must incur changes and additions to its KS mechanisms to inspire innovation.

The main aim of this paper is to demonstrate that “volunteer” employees’ perception of dimensions of intellectual capital (IC) – human, structural and relation capital – creates a motivational environment to enhance knowledge-sharing intention (KSI) and stimulates “volunteer” employee engagement (VEE). The model is applied on the non-profit organizations (NPOs) sector that base their path on sharing values with volunteers and employees in relation to which they have to implement engagement strategies that are beneficial to both developing and deploying individual and organizational human capital.

To verify the existence of relationships between the constructs of IC, KSI and VEE a partial least squares structural equation model on a sample of 300 “volunteer” employees of NPOs was tested to verify the research hypotheses, as this could explain the causal relationships.

The results confirm that KSI is positively and directly influenced by the favourable environment resulting from the motivations below the dimensions of IC. The improvement of KSI, determined by IC, has a positive effect on VEE.

Despite the limitation created by the peculiarities of NPOs and the role of volunteers, this paper suggests a strategic approach that the management could implement to create an environment based on the exchange of knowledge and to increase engagement in the value co-creation process.

The ability of a company to adopt sharing strategies depends on the existence of an environment in which individuals are willing to exchange knowledge realizing mutual benefits. The work broadens this perspective by providing governance with a behavioural model that creates a direct relationship between IC, KSI and VEE.

In a recent investigation undertaken in Western Canada, it was found that school personnel, particularly those at the administrative level, who strongly desired promotion placed a significantly higher emphasis in their role perceptions on Initiating Structure (the organization‐oriented dimension of leader behaviour), and a significantly lower emphasis upon Consideration (the person‐oriented aspect of leader behaviour), than those who possessed low levels of promotional aspiration. Tills impersonal, procedural, and task‐oriented emphasis was evident not only in the administrators' perceptions of the leader behaviour deemed most appropriate for their own present role, but also in their perceptions of the actual leader behaviour exhibited by their immediate superiors. If such highly ambitious individuals gain advancement, it appears likely that the type of administrative climate which they would induce, with such a pronounced emphasis on Initiating Structure allied with a de‐emphasis of Consideration, would lead to future conflict and dysfunctional effects for the educational organization, as teachers become more professional, and newer approaches such as team teaching, collegial organization, and consensual decision‐making—all of which demand rapport and consideration for people—become more widespread.

This paper aims to examine the influence of intrinsic motives (self-efficacy, reputation and reciprocity) on online knowledge sharing behaviour. Additionally, this research investigates the moderating role of individual innovation capability and top management support.

The methodology adopted was a questionnaire survey of employees working in Vietnamese telecommunications companies. A total of 501 employees completed a self-administered anonymous survey using a cross-sectional design. Confirmatory factor analysis and ordinary least squared – based hierarchical regression was used to test the conceptual framework.

Self-efficacy, reputation and reciprocity significantly impact online knowledge sharing behaviour. Specifically, self-efficacy has an inverted U-shape association while reputation and reciprocity have a positively, returns-to-scale association with online knowledge sharing behaviour. Individual innovation capability moderates the effect on these associations as does top management support, but to a lesser extent.

Data were obtained at a single point in time and self-reported. Furthermore, this study was conducted in a specific industry in Vietnam, i.e. telecommunications, which limits the generalisability of the research.

Organisations need to create a favourable environment for online knowledge sharing to foster reciprocal relationships and interpersonal interactions of employees. Encouraging and rewarding employees to actively engage in knowledge exchange will help facilitate reciprocal online knowledge sharing behaviour.

This study contributes to knowledge-sharing behaviour by uncovering an inverted U-shape association and positively, returns-to-scale associations between intrinsic antecedents and online knowledge sharing behaviour. Additionally, individual innovation capability was an important moderator which has been overlooked in past research.