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1 – 10 of over 185000Ting Jer Yuen and M. Shaheen Majid
The objective of this study is to investigate the knowledge‐sharing behavior of undergraduate students in Singapore and to cover areas such as the purpose of sharing knowledge…
Abstract
Purpose
The objective of this study is to investigate the knowledge‐sharing behavior of undergraduate students in Singapore and to cover areas such as the purpose of sharing knowledge, communication channels preferred for sharing, and factors that inhibit or motivate knowledge sharing among students.
Design/methodology/approach
A questionnaire was used for collecting data and 180 students from three public universities in Singapore participated in the study.
Findings
It was found that, generally, students displayed a positive attitude towards knowledge sharing and were appreciative of its importance in peer learning. However, it was interesting to note that the respondents were less inclined to share knowledge for academic activities that were graded. The study also revealed that competition among students to outperform their fellow students and lack of depth in peer relationship were the two main factors that inhibited knowledge sharing.
Practical implications
The paper argues that fresh approaches to learning are desirable to make it less competitive, which is likely to encourage active knowledge sharing among students.
Originality/value
A majority of the studies on knowledge sharing have been conducted in an organizational context. Only limited work has been done on the knowledge‐sharing behavior of students. As a majority of the university students are expected to join the workforce after graduation, it is desirable their knowledge‐sharing behavior should be thoroughly investigated.
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Jon‐Chao Hong and Chia‐Ling Kuo
Businesses have to go through constant innovations on management, and innovation principles must be acquired through constant learning. Learning principles are realized through…
Abstract
Businesses have to go through constant innovations on management, and innovation principles must be acquired through constant learning. Learning principles are realized through knowledge and wisdom sharing with colleagues, clients, and others in such learning activities as instruction, sharing, and self‐study. Such knowledge and wisdom sharing activities include study circles, on the job training, and technology exhibitions. Different learning activities such as survival learning, benchmark learning and leading learning are subject to different sharing mechanisms. Moreover the mastery of each sharing function is fundamental to enhancing the performance of knowledge management in a learning organization.
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Kowta Sita Nirmala Kumaraswamy and C.M. Chitale
The main purpose of the paper is to assess and suggest the ways and means to enhance a collaborative knowledge sharing culture in academic institutions, with special reference to…
Abstract
Purpose
The main purpose of the paper is to assess and suggest the ways and means to enhance a collaborative knowledge sharing culture in academic institutions, with special reference to information technology (IT)‐related education in the Management Faculty of the University of Pune.
Design/methodology/approach
The research is descriptive and empirical in nature because the primary data were collected using the survey method through fact finding techniques such as questionnaire and interview. The main purpose of this research is to obtain information concerning the current status of the phenomena to describe “what exists” with respect to variables or conditions in a situation.
Findings
The sustainability of any industry is closely linked to the manpower talent made available by the academic institutions. Therefore in order to service the needs of the industry in tune with rapidly changing trends, academic institutions have to implement innovative learning systems and be able to match up to the expectations of the industry for knowledge support. Collaborative knowledge sharing links the learning and knowledge processes to enhance organizational learning. The knowledge grows more with communication, sharing of ideas and transfer of knowledge through face‐to‐face communication, discussions, faculty development programs, industry‐institute interactions. Academic institutions should align their human resource strategies, practices and processes in such a way that collaborative knowledge sharing becomes a part of the work culture and overcome the barriers to knowledge sharing. There is need to develop systems that can recognize and reward the efforts of employees who share their knowledge. This can empower collaborative knowledge sharing culture in an academic institute.
Research limitations/implications
In the same context as the practical implications of the paper, it is also appropriate and important to study further how, and to what extent collaborative knowledge improves the performance of the academic institutes. Also, the impact of collaborative knowledge sharing on the quality of higher education.
Practical implications
The recommendations in this paper focus on factors influencing collaborative knowledge sharing culture and also the practices of collaborative knowledge sharing to enhance organizational learning in an academic institute.
Originality/value
This paper contributes original empirical data on the collaborative knowledge sharing strategy to enhance organizational learning.
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The purpose of this paper is to share knowledge of how annotation can be the basis for knowledge sharing.
Abstract
Purpose
The purpose of this paper is to share knowledge of how annotation can be the basis for knowledge sharing.
Design/methodology/approach
The method used was derived from mathematical methods applied to set theory.
Findings
It was presented that one document can be easily used for experience sharing with multiple users. Multiple documents will be difficult to use as source of experience sharing.
Originality/value
Experience sharing has never been presented as intersection of annotation, document and users using mathematic principles.
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The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness.
Abstract
Purpose
The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness.
Design/methodology/approach
The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts.
Findings
Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness.
Practical implications
The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning.
Originality/value
This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject.
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Mohammad Faraz Naim and Usha Lenkla
– The purpose of this paper is to identify the relationship between knowledge sharing, competency development, affective commitment, and Gen Y employees’ intention to stay.
Abstract
Purpose
The purpose of this paper is to identify the relationship between knowledge sharing, competency development, affective commitment, and Gen Y employees’ intention to stay.
Design/methodology/approach
Based on a review of extant literature and using social exchange, and social constructivist approach, this study develops a theoretical rationale behind developing a conceptual framework to retain employees of the Gen Y segment.
Findings
Knowledge sharing in the organization has a great potential to foster competency development and generate a sense of affective commitment and intention to stay of employees of Gen Y.
Research limitations/implications
A conceptual framework of knowledge sharing for competency development could assist HR managers in fine-tuning their retention strategy for Gen Y employees. The future work should carry out the empirical validation of the suggested conceptual framework.
Practical implications
Organizations should focus on knowledge sharing to enhance absorptive capacity, which fosters competency development. The framework suggests an approach of generation-specific retention strategy.
Originality/value
This study contributes to the literature in human resources pertaining to knowledge sharing as a competency development intervention and develops a linkage between knowledge sharing and Gen Y employees’ intention to stay. The study is one of the first of its kind to address knowledge sharing and competency development in the context of Gen Y retention.
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This paper aims to explore the determinants of maternal and infant health knowledge (M&IHK) adoption and sharing in the short video from an empathy theory perspective. We explore…
Abstract
Purpose
This paper aims to explore the determinants of maternal and infant health knowledge (M&IHK) adoption and sharing in the short video from an empathy theory perspective. We explore how to transfer users from free health knowledge to health-related product purchase intention, which is vital for platform knowledge management and service.
Design/methodology/approach
Focusing on the M&IHK, this study proposes four processes of health knowledge adoption and sharing – knowledge quality persuasion process; source credibility persuasion process; affective empathy emotion process; and cognitive empathy emotion process – to build a framework of M&IHK adoption and sharing. Furthermore, based on adoption and sharing, we explore whether they can promote health-related product purchase intentions. A theoretical model is constructed and tested via Smart PLS in 388 samples.
Findings
In a short video context, perceived knowledge quality and perceived source credibility are still two determinants of health knowledge adoption and sharing. On the contrary, perceived affective empathy and perceived cognitive empathy are two new determinants of health knowledge adoption, but not of health knowledge sharing. Adoption of M&IHK is more driven by both rational thinking and emotional thinking than sharing-only driven by emotional thinking. Adoption and sharing both contribute to health-related product purchase intention, but the female’s intention is more related to rational adoption than the male, which is only related to emotional sharing.
Originality/value
This paper is arguably the first study to examine how short videos impact the mechanisms of M&IHK adoption, sharing and health-related products' purchase intention. It’s perhaps the first study to integrate empathy theory into health knowledge management.
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Paul Tang, Jennifer Y.M. Lai, Xiaoyun Chen and Siu Fong Isabel Fu
Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this…
Abstract
Purpose
Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this focal contributor in terms of knowledge sharing and helping behaviors.
Design/methodology/approach
A two-wave online survey collected data from 84 respondents who provided ratings on each member on their team, representing 440 dyadic relationships. Hierarchical linear modeling analyzed the between-subjects and within-subject data simultaneously.
Findings
Employees generally reciprocate contributors’ knowledge sharing with an exact act (i.e. knowledge sharing) through the mechanism of peer respect. However, respect generated by knowledge sharing is enhanced only when the knowledge contributor is competent.
Originality/value
Research on how an employee’s knowledge sharing actually influences other members of a team is lacking. This study addresses this gap by examining responses to a team member’s knowledge sharing from a peer’s perspective. It also reveals when knowledge sharing is more pronounced in earning peer respect.
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As knowledge management increasingly becomes critical for the success of professional service firms, this paper uses social exchange theory to investigate the interactive impact…
Abstract
Purpose
As knowledge management increasingly becomes critical for the success of professional service firms, this paper uses social exchange theory to investigate the interactive impact of transformational leadership and organizational innovation on online knowledge sharing by employees in professional service firms. This study aims to investigate the mediating roles of job autonomy and job engagement in this process.
Design/methodology/approach
Data were collected from a survey of 350 frontline employees in professional service providers, including banking, telecommunication and insurance. Structural equation modeling was used for data analysis.
Findings
The results show that transformational leadership positively affects job autonomy, which in turn has a positive impact on online knowledge sharing through job engagement. Thus, job autonomy and job engagement mediate the relationship between transformational leadership and online knowledge sharing. Finally, organizational innovation moderates the relationship between transformational leadership and job autonomy.
Originality/value
This paper extends the knowledge management literature by studying the impact of transformational leadership on the online knowledge-sharing behavior and exploring the focal roles of job autonomy and job engagement in online-sharing behavior in professional service firms. The findings also provide useful implications for practitioners to help them engage employees in the adoption of digital technologies to optimize outcomes.
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Fangfang Xia, Changfeng Wang, Rui Sun and Mingyue Qi
This study aims to identify an antecedent that hinders knowledge sharing, namely, the perceived climate of Cha-xu. Based on the social exchange perspective, the authors propose a…
Abstract
Purpose
This study aims to identify an antecedent that hinders knowledge sharing, namely, the perceived climate of Cha-xu. Based on the social exchange perspective, the authors propose a theoretical model that links the perceived climate of Cha-xu to employee knowledge sharing. This model focuses on the mediating role of two types of trust (vertical and horizontal trust) and the moderating role of task interdependence in influencing the mediation.
Design/methodology/approach
Using a sample of 509 Chinese employees, this study carried out a survey on an online platform. This study developed a structural equation model and tested the moderated mediation hypothesis by using Mplus 8.0.
Findings
The results showed that two types of trust act as mediators in the relationship between the perceived climate of Cha-xu and knowledge-sharing processes. The mediating effect of horizontal trust is stronger. Most significantly, findings show that this mediated relationship is contingent on the level of task interdependence.
Originality/value
This paper provides evidence for distinguishing vertical trust and horizontal trust in the field of knowledge management. From a managerial perspective, this study identifies traditional cultural factors for hindering knowledge-sharing processes within Chinese organizations.
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