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1 – 10 of over 6000Cong Thuan Le, Thi Kim Lan Phan and Thi Y Nhi Nguyen
This study aims to investigate how job self-efficacy mediates the relationship between online knowledge sharing and employee innovation. To fully understand this relationship…
Abstract
Purpose
This study aims to investigate how job self-efficacy mediates the relationship between online knowledge sharing and employee innovation. To fully understand this relationship, this study also tests the moderating role of an innovative climate.
Design/methodology/approach
This study gathered data from 353 full-time employees working at information technology companies in Vietnam. This study used structural equation modeling to test hypotheses.
Findings
The results showed that online knowledge sharing positively influenced employee innovation directly and indirectly through job self-efficacy. Moreover, innovative climate positively affected employee innovation as well as moderated the nexus between online knowledge sharing and employee innovation.
Originality/value
First, this study provides further evidence that job self-efficacy plays a mediator linking online knowledge sharing with employee innovation. Second, this paper confirms that an innovative climate can play a mixed moderator that not only influences employee innovation but also moderates the association between online knowledge sharing and employee innovation.
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Sabeen Hussain Bhatti, Beata Gavurova, Adeel Ahmed, Maria Rosaria Marcone and Gabriele Santoro
Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by…
Abstract
Purpose
Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by the recent adoption of digital technologies by organizations. In this vein, our study explores the impact of digital platform capability on the creativity of employees through the mediating mechanism of explicit and tacit knowledge sharing.
Design/methodology/approach
The data were gathered from higher education institutes (HEIs) in a developing country, Pakistan which recently saw a major disruption during the Covid-19 pandemic. The proposed hypotheses were tested through Structural Equational Modeling (SEM) and the results confirmed our hypotheses.
Findings
The findings confirmed that the digital platform capabilities impact both tacit and explicit knowledge sharing among these remote employees. Likewise, the results also supported the mediating role of both explicit and tacit knowledge sharing on the creativity of these remote workers.
Originality/value
Our results are significant as they confirm the impact of digitalization on remote workers’ creativity predisposition. We thus advance the academic debate on the problems of knowledge sharing in remote working. We prove that digital capabilities outweigh the challenges created due to new forms of work driven by the pandemic. It further highlights the important areas to focus on while planning human resource policies in the new normal.
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Naseem Rahman, Maduka Subasinghage and Harminder Singh
This study aims to understand how organizations in the service industry can encourage the use of enterprise social networks (ESNs) for knowledge sharing, focusing on the concepts…
Abstract
Purpose
This study aims to understand how organizations in the service industry can encourage the use of enterprise social networks (ESNs) for knowledge sharing, focusing on the concepts of intra-organizational trust and governance.
Design/methodology/approach
The authors gathered data through an online survey of 104 participants from the financial services industry. Data were analyzed using structural equation modelling to test the proposed model and evaluate the constructs’ reliability and validity.
Findings
The findings of the survey data indicate that intra-organizational trust and governance are related to the use of ESN for knowledge sharing to enhance service innovation. Further, the findings suggest that, although trust directly affects service innovation, using ESN for knowledge sharing partially mediates the relationship between trust and service innovation. The findings also reveal that governance significantly moderates the relationship between ESN for knowledge sharing and innovation.
Originality/value
This paper provides insights into the relationship between trust, knowledge sharing and innovation. The novelty of this study demonstrates that governance strengthens the relationship between ESN for knowledge sharing and innovation. Further, the study suggests that firms using or intending to use ESNs could keep track of the evolving nature of ESNs, develop an open culture and create a trusted environment in their organizations.
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Yanling Wang, Qin Lin, Shihan Zhang and Nannan Chen
The purpose of this study is to empirically examine the cause–effect relationships between workplace friendship and knowledge-sharing behavior, from a static perspective…
Abstract
Purpose
The purpose of this study is to empirically examine the cause–effect relationships between workplace friendship and knowledge-sharing behavior, from a static perspective. Furthermore, it investigates the bi-directional relationship between the increase in both workplace friendship and knowledge-sharing behavior over same time periods, and also endeavors to identify whether there is a significant negative lagged effect of the increase in both workplace friendship on knowledge-sharing behavior, and vice versa, across time from a dynamic perspective.
Design/methodology/approach
The study conducts a three-wave questionnaire survey to test the research model. A latent change score approach was used to test the direct relationship between changes in workplace friendship and changes in knowledge-sharing behavior.
Findings
The findings reveal that knowledge-sharing behavior fosters workplace friendship and workplace friendship promotes the emergence of knowledge-sharing behavior. An increase in workplace friendship promotes an increase in knowledge-sharing behavior over same time periods. However, an increase in workplace friendship will lead to a lagged decrease of knowledge-sharing behavior across time, and vice versa.
Research limitations/implications
The time interval in this study is a little short to capture the full changes in workplace friendship. Some important control factors and mediating mechanisms are not included in the research model.
Practical implications
This study guides managers to focus on various motivators to better strengthen workplace friendship and knowledge-sharing behavior and to consider and effectively respond to the negative side of workplace friendship and knowledge-sharing behavior across time.
Originality/value
This study emphasizes the predictivity of one important interaction patterns, namely, knowledge-sharing behavior on friendship at the workplace, from a static perspective. This study also shows the benefits of an increase in workplace friendship for the development of knowledge-sharing behavior in the same time period. Furthermore, the study presents a counterintuitive finding when taking the lag effect into consideration in exploring the relationship between changes both in workplace friendship and knowledge-sharing behavior, and identifies a negative side of both when viewed over longer periods.
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Zhenting Xu, Xianmiao Li and Xiuming Sun
This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion…
Abstract
Purpose
This study aims to explore the enabling and suppressing effects of leader affiliative and aggressive humor on employee knowledge sharing form the lens of emotional contagion process, which provides theoretical reference for the applications of different leader humor style, thereby enhancing employee knowledge sharing.
Design/methodology/approach
This study collected three waves of data and surveyed 379 employees in China. Regression analysis, bootstrapping and latent moderation structural equation were adopted to test the hypotheses.
Findings
Leader affiliative humor has a positive impact on employee knowledge sharing, whereas leader aggressive humor has a negative impact on employee knowledge sharing. Positive emotion plays a mediating role between leader affiliative humor and employee knowledge sharing, and negative emotion plays a mediating role between leader aggressive humor and employee knowledge sharing. Moreover, supervisor–subordinate Guanxi moderates the relationship between leader affiliative humor and positive emotion, and between leader aggressive humor and negative emotion, respectively.
Originality/value
This study not only adds to the knowledge sharing literature calling for the exploration of antecedents and mechanism of employee knowledge sharing, but also contributes to our comprehensive understanding of the suppressing and enabling effects of leader humor style on employee knowledge sharing. Besides, this study also unpacks the dual-path mechanism and boundary condition between leader humor style and employee knowledge sharing and augments the theoretical explanations of emotional contagion theory between leader humor style and employee knowledge sharing.
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Vibha Mahajan, Jyoti Sharma, Abhilasha Singh, Stefano Bresciani and Gazi Mahabubul Alam
The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge…
Abstract
Purpose
The purpose of this study is to get an understanding regarding the clusters of middle management employees on the basis of their knowledge sharing behaviour. Designing knowledge sharing behaviors with a distinct focus for a specified group of employees can be an effective and productive one. As it is often argued that the cluster of employees labeled as “middle management” is the key player for knowledge sharing behaviors – a subject of this study that intends to contribute to management strategy to enhance organizational effectiveness and subsequently to its knowledge sharing phenomona.
Design/methodology/approach
Cluster analysis was adopted as key tool as a part of quantitative method to accumulate the data from 597 employees who are working within the middle management of service sector located in the union territory of India named Jammu and Kashmir.
Findings
Three distinct segments namely – “knowledge sharing adepts (KSA),” “knowledge sharing scrupulous (KSC)” and “knowledge sharing servitudes (KSE)” as the prime domains of knowledge sharing behavior are identified.
Research limitations/implications
To draw a narrow focus, the study was limited to the service sector of a union territory in India, hence the findings may not be generalized. Furthermore, as knowledge sharing behavior of individuals is always evolved out of social and historical practices, findings of this cross-sectional study should ideally be needed to be updated time to time through further research.
Practical implications
Cluster dynamicism of knowledge sharing behavior based on the differentiated and specified group of employee functions distinctly which in turn increases the organizational productivity with a particular focus on the mid-management of the service sector – a key managerial implication of this study.
Originality/value
To the best of the authors’ knowledge, this research paper is the first of its kind in Jammu and Kashmir adding value to the international literature in the area of knowledge sharing behaviors of service sector.
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Muhammad Mustafa Raziq, Qudsia Jabeen, Sharjeel Saleem, Mohamed Dawood Shamout and Samad Bashir
Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational…
Abstract
Purpose
Drawing on the competing values framework, we look at the relationship of different organizational cultures (clan, hierarchy, adhocracy and market) with organizational performance. Furthermore, we examine the mediating role of knowledge sharing (attitude and behavior) in the organizational culture and organizational performance relationship.
Design/methodology/approach
We draw on survey data from 241 respondents working in the aerospace and aviation manufacturing and services firms in Pakistan (85), Turkey (65) and the United Arab Emirates (91). We employ structural equation modeling for data analysis.
Findings
Results suggest that knowledge sharing partially mediates the relationship between clan culture and organizational performance, and fully mediates the market culture and organizational performance relationship. Hierarchy culture is only positively related to organizational performance, while adhocracy culture shows no relationship with knowledge sharing, let alone organizational performance.
Originality/value
While knowledge sharing enhances organizational performance, there is limited knowledge with regard to the specific organizational culture(s) conducive to knowledge sharing and organizational performance. The study extends existing research on the topic and contributes by showing which cultures are more conducive to knowledge sharing and organizational performance and which are less.
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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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