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Emphasis is placed on knowledge-sharing practices and their influence on the power structure influenced by the technological background of the organization. This paper aims to focus on technological skills institutionalized to build organizational technological capital favoring the knowledge-sharing practices. It aims to extend the sociology literature by providing a conceptual background to explain the restructuring initiatives through the stabilizing role of technological capital.

Two comparative case studies have been conducted: the first study took place in a public company and the second study was carried out in a private company of telecommunication involving a documentary study, an observation and semi-structured interviews.

The findings in this paper show that the knowledge-sharing practices in the organizational field are stabilized by the technological capital. The technological capital promotes a knowledge management system and plays an important role in restructuring the established power within knowledge intensive organizations.

Chief executive officers are encouraged to promote sharing practices through developing an innovation culture and valuing technological skills. Relevance should be granted to the technological capital, which aligns the restructuring of a learning organization and promotes the knowledge management systems and stabilizes the organizational structure. Organizations should capitalize a set of technological skills as part of their organizational relevant capital.

Based on the practice theory of Bourdieu, this paper lights on the triad relation between knowledge sharing/organizational structure/technological capital through comparing between public/private management modes. A theoretical framework is proposed to overlap the ambiguity of the relation between knowledge and power.

The present study aims to assess the effect of barriers and knowledge sharing facilitators on organisational innovation in Iraq. Fundamentally, this paper seeks to answer “whether knowledge sharing can improve organisational innovation in firms listed on the Iraq Stock Exchange”.

For the study, the research method is practical, in the form of an objective and descriptive survey. The study sample includes all financial managers of manufacturing companies listed on the Iraq Stock Exchange. The sampling method of the present study is based on Cochran comprising of 467 participants; a total number of 211 questionnaires were completed as the study's sample. This paper uses PLS tests to assess the effect of independent variables on dependent variables.

Results show that knowledge sharing barriers have no impact on the organisational innovation of firms listed on the Iraq Stock Exchange, but that knowledge sharing facilitators can enhance the organisational innovation of these firms.

This paper is the first study on the effect of barriers and knowledge sharing facilitators on organisational innovation of firms listed on the Iraq Stock Exchange, which is an emergent country with specific conditions (lack of specialised workforce and modern systematic infrastructure), therefore the results will provide helpful information that will contribute to the development of science and knowledge.

This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.

A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.

The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.

A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.

New generation of construction workers (NGCWs) who were born in the 1980s and later have gradually become the main workforce of Chinese construction industry. They may behave differently when dealing with knowledge-related activities due to divergent characteristics caused by generational discrepancy. To provide a theoretical foundation for construction companies and safety managers to improve safety management, this research explores the factors and paths impacting the NGCWs' ability to share their safety knowledge.

Based on literature review, main factors that influence the safety knowledge sharing of the NGCWs were identified. Decision-Making Trial and Evaluation Laboratory and Interpretive Structural Modeling were applied to identify the hierarchical and contextual relations among the factors influencing the safety knowledge sharing of the NGCWs.

The results showed that sharing atmosphere ranked first in centrality and had a high degree of influence and being influenced, indicating itself an extremely important influencing factor of safety knowledge sharing of NGCWs. Six root influencing factors were identified, including individual characteristics, work pressure, sharing platform, incentive mechanism, leadership support and safety management system.

The number of influencing factors of safety knowledge sharing of the NGCWs identified in this study is limited, and the data obtained by the expert scoring method is subjective. In future studies, the model should be further developed and validated by incorporating experts from different fields to improve its integrity and applicability.

The influencing factors identified in this paper can provide a basis for construction companies and safety managers to improve productivity and safety management by taking relevant measures to promote safety knowledge sharing. The research contributes to the understanding knowledge management in the context of the emerging market. It helps to answer the question of how the market can maintain the economic growth success through effective knowledge management.

This paper investigates the influencing factors of NGCWs' safety knowledge sharing from the perspective of intergenerational differences, and the 13 influencing factor index system established expands the scope of research on factors influencing safety knowledge sharing among construction workers and fills the gap in safety knowledge sharing research on young construction workers. Furthermore, this paper establishes a multi-layer recursive structure model to clarify the influence path of the influencing factors and contributes to the understanding of safety knowledge sharing mechanism.

Although previous research has recognized the pivotal role of mobile social media in knowledge sharing among project members, little is known about what factors affect knowledge sharing in mobile social media groups (MSMGs). Against this background, using normative social influence theory, this study attempts to explore factors influencing knowledge sharing in MSMGs.

Data from 205 Chinese construction project members are collected and used for analysis. Ordinary least squares regression by Stata 16 is used to test the proposed hypotheses.

Concerning role norms, gender difference in knowledge sharing behavior (KSB) is found, while it is not the case for knowledge quality (KQ). Work experience is found to positively affect KQ, but shows no influence on KSB. As for group norms, the inverted-U relationship between number of members and KSB is partially supported. In addition, organizational norms generally exhibit the greatest influence on both KSB and KQ among the three forms of norms.

This study deepens the understanding of knowledge sharing factors in mobile social media environments and affords practical implications for how to make full use of social media for knowledge management within construction project teams.

This study aims to determine how cognitive diversity at the workplace influences team creativity. In this regard, the authors examined knowledge sharing and team-focused inclusion through which team members’ cognitive diversity was expected to elevate their positive work outcomes.

A quantitative method is used to accumulate the data. The authors surveyed workers and their respective managers at a single China-based food company. The supervisors rated the outcome variables (creativity and team effectiveness) regarding their employees, whereas employees were asked to rate the cognitive diversity, inclusion and knowledge sharing within the workgroup. The final valid sample size (n = 391) consisted of 137 workgroups with an adequate response rate (62.3%).

Cognitive diversity is related to team effectiveness but not creativity. The research found that cognitive diversity can increase creativity only through enhanced inclusion and knowledge sharing. Inclusion, likewise, explained the impact of cognitive diversity on effectiveness.

The originality of the current research lies in its contemporary exploration of inclusion and cognitive diversity and their pathways to team creativity and effectiveness. The social capital theory was applied to explain the proposed relationships.

The purpose of this study was to understand knowledge-sharing behavior of nonacademic staff. In relation to the theory of reasoned action (TRA), the study investigated demographic characteristic differences in attitude, subjective norms, behavioral intention and knowledge-sharing behavior of nonacademic staff from India and the United Arab Emirates (UAE).

The study used a survey method and questionnaire instrument to collect data from 467 participants. The participants were nonacademic staff working for two academic universities in India and the UAE. The two universities were Pondicherry University (266 respondents) and Al Ain University (201 respondents). The collected data were treated and analyzed using Microsoft Excel and SPSS software for statistical analyses and frequency distributions.

The findings of the study showed that nonacademic staff from India and the UAE have a positive attitude toward knowledge-sharing, subjective norms and positive behavioral intention and are frequently involved in knowledge-sharing behavior. In addition, the study’s findings indicated statistically significant demographic differences in attitude, subjective norms and behavior intense knowledge-sharing behavior of nonacademic staff from India and the UAE. Nonacademic participants from India expressed a higher positive attitude toward knowledge-sharing and demonstrated more involvement in knowledge-sharing behavior than the respondents from the UAE. The findings of the study accepted 8 out of 20 stated hypotheses. The accepted hypotheses support the TRA theory and suggest the impact of age, job position, tenure of work and geographical diversity on attitude, subjective norms, behavioral intention and knowledge-sharing behavior. The study’s results suggested that nonacademic staff of 50 and above age groups are more likely to share knowledge than the nonacademic staff of 49 and fewer age groups. Likewise, the findings of the study suggested that nonacademic staff with a long tenure of work experience are more likely to share their knowledge with their coworkers than those with a short tenure of work experience.

Studies targeting knowledge sharing among nonacademic staff are scarce as compared to academic staff and students. Nonacademic staff are different from students and academic staff in attitudes and behavior. This study contributes to the expansion of knowledge sharing through the investigation of knowledge-sharing behavior of nonacademic staff. Moreover, the study expands the understanding of knowledge-sharing behavior through the use of demographic characteristics in relation to the TRA theory. In addition, most of the previous studies are based on data collected from one country, and this study is based on data collected from two countries.

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.

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.

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.

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.

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.

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.

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.

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.

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.

To a large extent, knowledge in government workplaces resides within the hierarchy as it provides unique services to the public. Governments should preserve and pass on valuable and irreplaceable knowledge in providing their services through learning by sharing. Yet, sharing requires time and effort. This study examines the motivations of civil servants to share knowledge and their knowledge-sharing behaviors.

The authors conducted an online survey to collect quantitative data from civil servants in the Hong Kong Government and obtained 104 useable responses to test the eight hypotheses comprising six constructs by structural equation modeling to explore the participants' knowledge-sharing behaviors.

Results indicated that (1) expected contribution was the primary source of motivation behind knowledge sharing; (2) participants engaged more frequently in informal than formal knowledge-sharing activities; and (3) there was a dire need for knowledge sharing focusing on explicit knowledge of work procedures.

The research focuses on motivational factors for knowledge sharing. Despite abundant literature about knowledge sharing in public or governmental organizations, scant studies focus on the motivations behind why expected rewards and expected associations have less significant impacts on the attitude toward knowledge sharing than expected contribution.