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This study aims to focus on the impact of multi-level knowledge sharing between and within organizations on the risk control of rural inclusive finance. The paper presents a synergistic risk control system integrating external and internal factors for rural inclusive finance by constructing different knowledge-sharing platforms in an environment, which is full of many uncertainties.

This study is based on survey methods. To achieve the research objectives, the authors adopt a single case study approach. For data collection, the authors apply a wide variety of methods such as semi-structured interviews, field visits, second-hand databases and official websites.

The results emphasize that using multi-level knowledge sharing such as the inter- and intra-organizational level, can facilitate the risk control of rural inclusive finance during the post-COVID-19 era. Furthermore, it is also noted that achieving knowledge sharing at different levels by building diverse knowledge-sharing platforms can promote the risk control of rural inclusive finance from the individual-organization level to the chain level of multi-organization collaboration, which contributes to the formation of symbiotic risk control ecology.

The authors have formed the “Chinese wisdom” to deal with inclusive financial risks and to promote in-depth development in relation to the “last mile” practice of inclusive finance, which means the final and the most important phase of a project. The conclusions contribute to enriching the outcomes regarding the risk control of rural inclusive finance, provide experiences to its sustainable development and offer a reference to other countries with their risk control of rural inclusive finance.

Drawing on the knowledge-sharing approach, this study creatively resolves the persistent problems in the risk control of rural inclusive finance, which forms a powerful supplement to the extant literature. Meanwhile, the paper combines the two contextual factors of the post-COVID-19 era and emerging economies, which can be deemed as a novel attempt.

This study aims to assess the knowledge-sharing risks and controls in the government sector from the knowledge workers’ perspective.

This qualitative study combines two techniques. First, the study uses the Delphi technique to identify the risks and rank them. Second, the study used a follow-up interview approach to identify the needed controls to mitigate these identified risks.

The Delphi study revealed the top knowledge-sharing risks are related to organizational and individual risks. Furthermore, the study identified the top controls that needed to mitigate these identified risks from technology, process and people dimensions. The study findings suggested that implementing controls on people and processes is the most important, and the focus must be on them, especially in the government sector.

The study offers several practical implications for the government sector to establish a knowledge-sharing risks management strategy. Such study has been given little attention in previous research, especially in developing countries.

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.

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.

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.

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.

Senior managers have shown an increasing interest in understanding and encouraging knowledge‐sharing behaviour in their organizations. However, very few empirical studies have examined senior managers’ perceptions of knowledge‐sharing behaviour. This study used Ajzen's theory of planned behaviour (TPB) to develop and test a research model to assess the factors that influence encouragement of knowledge‐sharing intention and behaviour by senior managers. The data from a survey of senior managers in Taiwan were used empirically to test the proposed research model. Moreover, confirmatory factor analysis (CFA) was conducted to examine the reliability and validity of the measurement model, and the structural equation modelling (SEM) technique was used to evaluate the research model. The analytical results showed that the research model fitted the data well and the main determinants of enterprise knowledge‐sharing behaviour were the encouraging intentions of senior managers. Additionally, senior managers’ attitudes, subjective norms and perceived behavioural control were found to positively influence intentions to encourage knowledge sharing. Finally, research and practical implications were suggested.

This study aims to fathom the role of nursing governance as a mechanism to activate the chain effect from corporate social responsibility (CSR) through psychological contract to knowledge sharing, which in turn reduces clinical errors in hospitals in the Vietnam context. Clinical errors not merely result from human factors but also from mechanisms which influence human factors.

The clues for the research model were established through structural equation modeling-based analysis of cross-sectional data from 233 nurses of Vietnam-based hospitals.

Research findings unveiled the positive correlation between nursing governance and ethical CSR as well as the negative correlations between nursing governance and legal CSR or economic CSR. Ethical CSR was found to have positive effect on psychological contract, whereas legal or economic CSR was found to have negative effect on psychological contract. The chain effects from psychological contract through knowledge sharing to clinical error control were also attested in this inquiry.

Research results have contributed to literature in some ways, for example, expanding health-care quality and patient safety literature through the chain of antecedents (nursing governance, CSR, psychological contract and knowledge sharing) to clinical error control, underscoring the role of psychological contract in cultivating knowledge sharing and adding organizational outcomes such as knowledge sharing and clinical error control to the nursing governance literature.

Technology makes knowledge management easier. Knowledge sharing is essential for organizational development. Job satisfaction fosters knowledge sharing. Hence, this study aims to develop an understanding of the mutual relationship between knowledge sharing and job satisfaction when both are predicted by information technology (IT)-competency dimensions such as IT-operations, IT-knowledge and IT-infrastructure in the context of company performance.

The results were achieved based on the examination of 910 Polish knowledge workers with different roles and experiences across various sectors. Data were analyzed using structural equation modeling method.

The findings suggest that the company’s IT-competency drives job satisfaction and knowledge sharing more strongly for IT industry knowledge workers than for other industries. Also, a stronger mediation function of knowledge sharing and job satisfaction is observed for IT-operations when the IT industry is controlled.

The main value of the study is the empirical evidence that the influence of a particular IT-competency dimension varies for industries when it comes to job satisfaction and knowledge sharing processes.

This paper aims to evaluate the influence of different factors on knowledge donation and collection. The examined factors are among those determinants which comprise different aspects of knowledge sharing behaviour in an organisational context.

Based on the widely accepted theory of planned behaviour (TPB), we tried to develop a comprehensive model. The model covered different individual and organisational factors. Responses to a total of 502 questionnaires were considered. Structural equation modelling was then used to test the research model and hypotheses.

This research evaluated the influence of a series of potential factors on knowledge sharing behaviour. While perceived self‐efficacy and anticipated reciprocal relationships had a positive impact on attitude toward knowledge sharing, expected extrinsic rewards did not show a significant relationship with this variable. Organisational climate had a positive impact on subjective norms about knowledge sharing. In addition, the level of information and communication technology usage reflected a positive effect on knowledge sharing behaviour. Finally, significant relationships were found between the TPB elements.

This paper has tried to provide a comprehensive understanding about knowledge sharing facilitators in the oil industry. Since there was a lack of such research in an Iranian context, this paper can provide theoretical basis for future researches as well as practical implications for managers and practitioners.

The authors focus on how intra-organizational proximity influences the frequency of knowledge transfer in dyads, and the authors seek to balance the over-socialized and under-socialized perspectives of knowledge sharing by focusing on how proximity both indirectly (mediated by social relationships) and directly influences the frequency of knowledge sharing. Empirically, the authors analyze how proximity in a five-story building directly and indirectly influences the frequency of knowledge sharing.

As the authors were interested in exploring the frequency of knowledge sharing among individuals in knowledge sharing dyads, they used a survey to approach individuals directly and obtain information on the frequency of their knowledge sharing. The authors have complete data on 796 dyads on which they tested their hypotheses. Further, the physical distance in a dyad was measured as the walking distance (measured in meters) between individuals.

The authors first find that proximity positively affects the frequency of knowledge sharing indirectly through its promotion of social relationships. Second, it is noticeable that the direct relationship between proximity and knowledge sharing is stronger than the indirect via the promotion of social relationships. In sum, the authors’ results contribute to the knowledge sharing literature by emphasizing and clarifying how proximity both directly and indirectly influences knowledge sharing.

This study has some limitations. First, this study only measured the frequency of knowledge sharing among individuals. Neither individual nor organizational outcomes of knowledge sharing were considered. Second, the authors did not distinguish between different channels for knowledge sharing, such as face-to-face or face-to-interface.

One practical implication is that knowledge sharing spanning, for instance, 50 m compared to knowledge sharing spanning 30 m may not necessarily require more resources, as the negative effect of 30 and 50 m distances is almost similar, as the negative effect of distance starts to fade out at 30 m. Another practical implication for the direct effect of proximity on knowledge sharing is that to foster knowledge sharing organizational practices need to create opportunities for employees to span both horizontal and vertical distances.

The authors’ results contribute to the knowledge sharing literature by empirically emphasizing and clarifying how intra-organizational proximity both directly and indirectly influences knowledge sharing.

This study purports to examine the effects of a joint reward system (JRS) under a new product development (NPD) setting by identifying four neglected aspects of JRS that contains a procedural view (participation of reward decision and reward contingent on NPD phases) and a monetary view (risk‐free to participate and over‐reward incentive) in a conceptual model, and then to empirically test their effects on knowledge sharing and NPD performance.

Using regression analysis, the proposed model was tested on 233 valid respondents (112 in R&D, 50 in marketing, and 71 in manufacturing), including 92 from electronics firms, 87 from semiconductor firms, 29 from biotechnology firms, and 25 from pharmaceutical firms in Taiwan.

The results indicated that risk‐free to NPD project members is the most salient aspect of JRS on knowledge sharing and NPD performance. Joint determination of reward allocation was found to be a favorable JRS for only marketing and NPD performance. Rewards contingent on NPD phases have shown conflicting results between R&D and marketing. No relationship was found for over‐reward incentive on knowledge sharing and NPD performance. Despite the mixed effects of JRS, knowledge sharing is a strong predictor of NPD performance.

This study extends understanding of the complexities of rewards on knowledge sharing and NPD success by decomposing and testing four unique aspects of JRS, which sheds a new light on NPD researches.

This paper's aim is to examine the influence of perceived cost of sharing knowledge and affective trust in colleagues on the relationship between affective commitment and knowledge sharing.

The methodology used was a survey of 496 employees from 15 organizations across ten industries.

Affective trust in colleagues moderates the relationship between affective commitment and knowledge sharing and the relationship between cost of knowledge sharing and knowledge sharing.

Future researchers should operationalize the perceived cost of knowledge sharing construct to include other potential group barriers; for instance, politics and organizational barriers, management commitment and lack of trust.

The findings of this study suggest that employees who value social relationships and social resources tend to view knowledge as a collectively owned commodity. As such, their knowledge sharing behavior reflects the model of reciprocal social exchanges.

The results of this study indicate that an organizational culture that encourages affect‐based trust between colleagues will facilitate knowledge sharing.

The paper bridges the gap between the literature on knowledge sharing, perceived cost of knowledge sharing, affective organizational commitment and trust in a single model.