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Article
Publication date: 6 June 2016

Sergio Edú-Valsania, Juan Antonio Moriano and Fernando Molero

– The purpose of this paper is to explore the relations of authentic leadership (AL) with employee knowledge sharing behavior and intervening processes.

4046

Abstract

Purpose

The purpose of this paper is to explore the relations of authentic leadership (AL) with employee knowledge sharing behavior and intervening processes.

Design/methodology/approach

A correlational study is presented with a sample of 562 workers belonging to diverse Spanish organizations.

Findings

The results obtained by means of multiple regression analysis showed positive associations of AL on employees’ knowledge sharing behavior. Specifically, the effect on these employee behaviors was fully mediated by the group innovation climate, and partially by their identification with the workgroup.

Research limitations/implications

Future works should study this association in depth and examine possible differential relationships of AL on diverse types employee knowledge, explicit, and implicit, proposed by Nonaka and Takeuchi (1995).

Practical implications

The study indicates the type of leadership that should be developed in organizations, and the type of processes and environments to foster in the work units to stimulate acts of sharing knowledge among the members.

Originality/value

This is the first study examining innovation group climate and workgroup identification as mediators between AL with employee knowledge sharing behavior.

Details

Leadership & Organization Development Journal, vol. 37 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 11 September 2023

Swati Hans, Abdul Mohammad Nayeem, Sitamma Mikkilineni and Ritu Gupta

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational…

Abstract

Purpose

The current article investigates the impact of generational diversity on knowledge sharing and group performance. It, further, explores the moderating effects of intergenerational climate, boundary-spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.

Design/methodology/approach

The authors applied partial least square structural equation modeling to test the model, using a sample of 635 employees working in the banking industry.

Findings

Results indicate that generational diversity negatively influences knowledge sharing among employees at work. However, the moderating roles of intergenerational climate and boundary-spanning leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby, resulting in better group performance.

Research limitations/implications

The study extends extant literature on generational diversity and differences by examining its impact on knowledge sharing and group performance. Further, the study also contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in promoting knowledge sharing among employees. Future research may include other industries/contexts to widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.

Practical implications

This study identifies the need to effectively manage multigenerational workforce to capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive workplace.

Originality/value

The authors attempt to explore the relationship between generational diversity, knowledge sharing, and group performance through the moderating effects of intergenerational climate and boundary-spanning leadership, which has not been studied in the past.

Details

Employee Relations: The International Journal, vol. 45 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 3 November 2022

Mosharrof Hosen, Samuel Ogbeibu, Weng Marc Lim, Alberto Ferraris, Ziaul Haque Munim and Yee-Lee Chong

Extant literature on knowledge sharing in higher education institutions (HEIs) concentrates on non-behavioral perspectives and indicates that academics continue to hoard knowledge

1151

Abstract

Purpose

Extant literature on knowledge sharing in higher education institutions (HEIs) concentrates on non-behavioral perspectives and indicates that academics continue to hoard knowledge despite being given incentives to bolster knowledge sharing behavior (KSB). This study aims to examine KSB among academics from a behavioral perspective through the lenses of the theory of planned behavior, perceived trust and organizational climate.

Design/methodology/approach

Self-administered questionnaires were distributed to 12 private universities using the drop-off/pick-up approach, resulting in 405 usable responses, which were analyzed using covariance-based structural equation modeling.

Findings

Academics’ salient beliefs – that is, behavioral beliefs, normative beliefs and control beliefs – significantly influence their attitude, subjective norms and perceived behavioral control (PBC). Attitude, subjective norms, PBC, perceived trust and organizational climate directly influence knowledge sharing intention (KSI), whereas attitude, KSI, subjective norms and PBC directly influence KSB. Noteworthily, KSI is a mediator in the relationships between attitude, subjective norms and PBC with KSB.

Originality/value

This study makes a seminal contribution through the novel conceptualization and theoretical generalizability of the theory of planned behavior by which HEIs can reinforce their competitiveness and global position by enhancing KSB among academics using a profound behavioral strategy.

Details

Journal of Knowledge Management, vol. 27 no. 6
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 8 October 2019

Luu Trong Tuan

When effectively synergized, uniqueness from employee diversity can be conducive to original ideas and solutions in the tourism services. The purpose of this study is to unfold…

1388

Abstract

Purpose

When effectively synergized, uniqueness from employee diversity can be conducive to original ideas and solutions in the tourism services. The purpose of this study is to unfold how and when diversity-oriented human resource (HR) practices impact creativity among employees working in tour companies.

Design/methodology/approach

Participants in this research project comprised employees and their direct managers working in tour companies in Ho Chi Minh City, Vietnam.

Findings

The results provided evidence for the positive influence of diversity-oriented HR practices on employee creativity through the mediation channel of knowledge sharing. Diversity climate fortified the effects of diversity-oriented HR practices on knowledge sharing among employees. Besides, the findings lent support for the moderating role of group diversity regarding age, expertise, openness and extroversion in the current research model.

Originality/value

This study advances both diversity management and organizational research streams and marks the convergence between them.

Details

International Journal of Contemporary Hospitality Management, vol. 32 no. 1
Type: Research Article
ISSN: 0959-6119

Keywords

Article
Publication date: 2 May 2017

Anchalee Kokanuch and Khwanruedee Tuntrabundit

The purpose of this study is to examine the effect of organizational culture and stakeholders’ expectations on the relationship between organizational factors and organizations’…

Abstract

Purpose

The purpose of this study is to examine the effect of organizational culture and stakeholders’ expectations on the relationship between organizational factors and organizations’ knowledge-sharing capability.

Design/methodology/approach

The data were collected from public and private hospital administrators in Thailand via a questionnaire. To test the hypotheses, the data were analyzed using regression analysis.

Findings

The results reveal that organizational culture has a positive effect on the relationship between organizational climate and knowledge integration, while stakeholders’ expectations have positive effects on the relationships between organizational climate and interchanging knowledge.

Research limitations/implications

The present study focuses on knowledge sharing at an organizational level; future studies should examine knowledge sharing at both the organizational and individual levels.

Practical implications

This paper focuses on the effect of organizational factors on knowledge-sharing capability in hospitals. Executives should support the organizational climate and collaborative organizational culture for promoting knowledge integration in an organization. Furthermore, interchanging knowledge and organizational climate could be emphasized by the expectations of stakeholders.

Originality/value

Design of organizational climate, organizational culture, and expectations of stakeholders contribute to knowledge sharing at an organizational level.

Details

Journal of Asia Business Studies, vol. 11 no. 2
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 19 February 2018

Seung-hyun Han

This paper aims to focus on the relationships between situational/dispositional variables and an individual’s intention to knowledge sharing, and has theoretical implications for…

Abstract

Purpose

This paper aims to focus on the relationships between situational/dispositional variables and an individual’s intention to knowledge sharing, and has theoretical implications for researchers in human resource development and management, as well as implications for practicing managers in organizations. First, this study examines whether an integrative model of knowledge sharing reveals an impact of various antecedents on sharing of knowledge between individuals, which has been rarely explored in a single study. In particular, this study is interested in examining whether the two dimensions improve individual sharing of explicit and tacit knowledge, respectively.

Design/methodology/approach

A quantitative survey design approach is used as the research method for data collection. Initially, a pilot study is conducted to examine the psychometric properties of the measures. A 120-item questionnaire is used to measure personality traits, organizational climate and knowledge-sharing intention. The main study is conducted at the Korean IT companies, which have knowledge management system and actively share knowledge between R&D engineers.

Findings

The results of regression analyses indicate that conscientiousness, openness and extroversion of dispositional variables are positively related to an individual’s intention to share knowledge. Of situational variables, organizational support and identity are positively related to knowledge sharing, and reward is negatively associated with knowledge-sharing intention. Theoretical and practical implications for future research are discussed.

Originality/value

Scholars focused with increasing emphasis over the past 20 years on an organization’s ability to facilitate, utilize and share knowledge as critical components of organizational success. Several scholarly attempts tried to explain the antecedents of knowledge sharing. Despite an increasing demand for a coherent and integrated approach to knowledge sharing, empirical efforts remain largely absent with regard to how knowledge transfer and knowledge-sharing practices among individuals are affected by dispositional and situational variables. Also, individual intention to share knowledge was primarily measured as a unidimensional concept. This is a surprising oversight, given that tacit knowledge and explicit knowledge are critical. Indeed, these may be collectivized successfully for the firm’s driver. To address this gap in our understanding of the personal dynamics involved in knowledge-sharing practices, this study seeks to investigate whether dispositional and situational variables lead to changes in individual’s intention to share tacit and explicit knowledge.

Details

European Journal of Training and Development, vol. 42 no. 1/2
Type: Research Article
ISSN: 2046-9012

Keywords

Book part
Publication date: 29 January 2024

Paulina Wojciechowska-Dzięcielak and Neal M. Ashkanasy

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of…

Abstract

Purpose

The question of how work motivation affects team members' tacit and explicit knowledge sharing has long puzzled organizational scholars. In this chapter, the quality of team–member exchange (TMX) is presented as one potential mechanism.

Approach

Key variables in the model are intrinsic and extrinsic work motivation, interactional and distributive organizational justice, tacit and explicit knowledge sharing, relationship-oriented and task-oriented TMX, organizational rules, organizational climate for trust. Separate models are developed for intrinsic versus tacit knowledge sharing.

Findings

While explicit knowledge sharing depends upon extrinsic factors such as extrinsic work motivation, task oriented TMX, distributive justice perceptions, and organizational rules, tacit knowledge sharing is dependent upon intrinsic factors such as intrinsic work motivation, relationship-oriented TMX, interactive justice perceptions, and perceptions of an organizational climate for trust.

Originality/Value

This is the first model to provide a useful framework that should enable scholars to research the factors underlying the relationships between individual employee motivation and both explicit and tacit organizational knowledge sharing.

Article
Publication date: 4 April 2016

Mohammad Sadegh Sharifirad

The purpose of this paper is to examine how a supervisor’s incivility in teams impact team’s creative performance through the mediating factor of knowledge sharing intention among…

1582

Abstract

Purpose

The purpose of this paper is to examine how a supervisor’s incivility in teams impact team’s creative performance through the mediating factor of knowledge sharing intention among team members. Moreover, the moderating role of collaborative climate was investigated as protector against leaders’ incivility.

Design/methodology/approach

The proposed multi-level model was tested by surveying 312 health care providers nested within 42 work units at eight large hospitals in Iran. Multi-level regression analysis was used to analyze the data.

Findings

The findings revealed that those team members experiencing incivility from their supervisors are more likely to show reluctance to share knowledge with team members and as a consequence this response further decreases team’s creative performance. However, the climate of collaboration inside hospitals can buffer the negative impact of incivility on their readiness to share knowledge.

Practical implications

In team-based organizations, a supervisor’s incivility can stifle the creative performance of his/her team through blocking the knowledge sharing of members. First, human resource department should have some plans to curtail incivility of supervisors. Second, establishing a climate of collaboration and trust among team members can mitigate the insidious effects of supervisors’ incivility.

Originality/value

In prior research studies, the role of incivility on individual outcomes has been highlighted. This paper, according to the best knowledge of the author, is the first considering the negative impact of incivility on team’s performance. Moreover, collaborative climate is a novel moderator considered in this study.

Details

Leadership & Organization Development Journal, vol. 37 no. 2
Type: Research Article
ISSN: 0143-7739

Keywords

Article
Publication date: 12 January 2024

Francesco Antonio Perotti, Zoltan Rozsa, Michal Kuděj and Alberto Ferraris

Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in…

Abstract

Purpose

Drawing on the microfoundations theory and rational choice sociology, this study aims to investigate knowledge-sharing microfoundations through knowledge sabotage behaviours in the workplace. As such, it aims to shed light on the adverse impact of knowledge sabotage on a knowledge-sharing climate.

Design/methodology/approach

As a quantitative deductive study, it is based on information collected from 329 employees of European companies by self-administered online surveys. Data validity and reliability has been assessed through a confirmatory factor analysis, and data analysis was carried out by using a covariance-based structural equation modelling technique.

Findings

The findings from the empirical investigation supported the baseline hypotheses of the multilevel conceptual model, which is the positive relationship between organizational trust and environmental knowledge sharing. Then, recurring to a microfoundational exploration, this study supports the mediating indirect effect of job satisfaction and knowledge sabotage in affecting knowledge sharing as a social outcome.

Research limitations/implications

This study concurs to broaden knowledge-sharing awareness among scholars and practitioners, by focusing on knowledge sabotage as its most pernicious counterproductive behaviour. Furthermore, this research provides valuable guidance for the future development of research based on multilevel investigations.

Originality/value

This study builds on the need to explore the numerous factors that affect knowledge sharing in economic organizations, specifically focusing on knowledge sabotage. Adapting Coleman’s bathtub, the authors advance the first multilevel conceptual model used to unveil the knowledge-sharing microfoundations from the perspective of a counterproductive knowledge behaviour.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 November 2013

Chen-Chi Chang and Cheng-Chieh Wu

The paper aims to clarify the relationship between organizational identification, knowledge sharing and work characteristics. It proposes hierarchical linear modeling analysis of…

Abstract

Purpose

The paper aims to clarify the relationship between organizational identification, knowledge sharing and work characteristics. It proposes hierarchical linear modeling analysis of work context and social support climate with regard to organizational identification. The study aims to understand and prescribe the cross-level effects of a supportive climate and the effect of job design on organizational identification and knowledge sharing. Librarians need to share knowledge with their colleagues to provide timely responses for readers. Through a cross-level study, the authors' findings provide insights for both practice and academia.

Design/methodology/approach

Analysis approach in this paper consisted of the following steps. First, this study applied confirmatory factor analysis (CFA) to assess the validity and reliability of the authors' instrument. Second, this study checked the viability of aggregating the responses of the librarians to library-level constructs. Third, this study adapted hierarchical linear modeling (HLM) to examine the research hypotheses. HLM could be utilized to explain the nested data and simultaneously estimate the influence of factors from the different levels.

Findings

The paper provides empirical insights to support the relationship between task characteristics and organizational identification. Tasks with sufficient autonomy, variety, and feedback can improve the perception of organizational identification. Task characteristics and social support can reinforce knowledge sharing through shaping organizational identification.

Research limitations/implications

As the sample libraries were all located in Taiwan, the research results may lack generalizability. Therefore, researchers are encouraged to further test the propositions in multiple cultures.

Practical implications

The paper includes implications for task characteristics and social support can reinforce knowledge sharing through shaping the organizational identification in libraries.

Originality/value

The results of cross-level analysis in this paper suggested that the variance of a supportive climate among libraries may exert an influence on knowledge sharing. This paper also confirmed organizational identification is also a partial meso-mediator for social support and knowledge sharing.

Details

Aslib Proceedings: New Information Perspectives, vol. 65 no. 6
Type: Research Article
ISSN: 0001-253X

Keywords

21 – 30 of over 45000