Search results
1 – 10 of over 13000Muhammad Sabbir Rahman, Mahafuz Mannan, Md Afnan Hossain, Mahmud Habib Zaman and Hasliza Hassan
The purpose of this paper is to examine the critical success factor of tacit knowledge-sharing behavior among the academic staff of higher learning institutions.
Abstract
Purpose
The purpose of this paper is to examine the critical success factor of tacit knowledge-sharing behavior among the academic staff of higher learning institutions.
Design/methodology/approach
A total of 200 questionnaires were distributed among the academic staff of higher learning institutions in Bangladesh. Collectively, 150 usable responses were returned. Apart from descriptive statistics, this research applied confirmatory factor analysis (CFA) and structural equation modeling (SEM) to assess the measurement model and test the research hypotheses.
Findings
The findings from this empirical examination show that all the Big Five personality traits affect tacit knowledge-sharing behavior among the academic staff of higher learning institutions, except conscientiousness personality trait. However, the role of motivation, self-efficacy and mutual trust are also playing a significant role in tacit knowledge-sharing behavior. The CFA, SEM analysis confirmed the proposed conceptual model with a good model fit.
Research limitations/implications
The findings of this research contribute to the understanding of the role of personality traits and other antecedents which play a significant role for the academic staff tacit knowledge-sharing behavior which are interesting for policymakers and authorities of higher learning institutions. As there was no sampling frame, the researchers applied convenient sampling technique in choosing the respondents.
Originality/value
This research plays a pioneering role where it contributes to the growing literature on the relationships between personality traits and other factors to construct a model for the tacit knowledge behavior by considering academic staff of higher learning institutions from a developing country’s perspective.
Details
Keywords
Bojan Obrenovic, Jianguo Du, Danijela Godinić and Diana Tsoy
This study aims to examine psychological mechanisms underlying tacit knowledge-sharing behaviours. The personality trait of conscientiousness is tested in relation to knowledge…
Abstract
Purpose
This study aims to examine psychological mechanisms underlying tacit knowledge-sharing behaviours. The personality trait of conscientiousness is tested in relation to knowledge sharing, and the effect of eagerness and subjective norm on the intention to share is measured in the context of local and multinational knowledge-intensive enterprises in Croatia.
Design/methodology/approach
The quantitative study was conducted on a sample of 288 employees of small and medium-sized companies working on knowledge-intensive tasks. The purposive sampling technique and a survey strategy were used in the study. Organizational affiliation, as it was presumed that these individuals possess a higher degree of tacit knowledge. The data collection was conducted in October 2019. Respondents worked in science and technology companies in Croatia on assignments involving information technology, electronics, petrochemicals, medicine and biochemistry. Statistical product and service solutions analysis of a moment structures software was used to perform confirmatory factor analysis and structural equation modelling.
Findings
The findings suggest that the personality trait of conscientiousness has a positive impact on tacit knowledge sharing behaviour. An attitude of eagerness and subjective norm were also confirmed as predictors of tacit knowledge sharing behaviour. Furthermore, conscientiousness influences the eagerness to share knowledge. A significant association between subjective norm and conscientiousness was also established. Finally, the mediating effects were identified, indicating that subjective norm and eagerness mediate the relationship between conscientiousness and tacit knowledge sharing.
Practical implications
Explaining the relationship between personality and attitude in the context of knowledge sharing will result in a better understanding of factors that should be nurtured within individuals. Accordingly, distinct management initiatives are to be developed to suit these factors. Furthermore, to intensify the knowledge exchange when working on knowledge-intensive tasks of significant economic value, organizations tailor a more particularistic application to suit the individual in the domain of leadership, staffing decisions, work organization and incentive systems.
Originality/value
This study provides an in-depth analysis and theoretical understanding of factors salient for knowledge-sharing behaviour. The authors provide an overview of how knowledge sharing evolves during social interaction through intensive problem-solving sessions and teamwork. The authors render the explanation on how the personality trait of conscientiousness, conjoint with the attitude of eagerness to share know-how in the expert surrounding, is conducive to the generation of tacit knowledge sharing. Underpinning this study are employees’ psychological motives and internal drives to communicate individual cognitive capital outweighing the potential negative consequences, such as losing the competitive advantage over the colleagues.
Details
Keywords
This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit…
Abstract
Purpose
This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored.
Design/methodology/approach
A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling.
Findings
The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing.
Practical implications
To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour.
Originality/value
This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.
Details
Keywords
Vibha Mahajan, Jyoti Sharma and Pavleen Soni
Sharing of knowledge has always been accredited as the indispensable segment of knowledge management. As knowledge management practices are growing within the organizations, it is…
Abstract
Purpose
Sharing of knowledge has always been accredited as the indispensable segment of knowledge management. As knowledge management practices are growing within the organizations, it is important that correspondingly, valid and reliable knowledge sharing behavior scales are developed to avoid validation issues. Therefore, this composition describes the development and validation of multi-dimensional tacit knowledge sharing behavior scale.
Design/methodology/approach
Herein, two analytical techniques, namely, exploratory and confirmatory factor analysis have been used to derive the composition of the constructs.
Findings
The study proposes four-dimensional tacit knowledge sharing behavior scale for services which include voluntarily tacit knowledge donation, involuntary tacit knowledge collection, involuntarily tacit knowledge collection and voluntary tacit knowledge collection.
Research limitations/implications
A more holistic approach to the tacit knowledge sharing behavior construct has been proposed, which is helpful in contributing to the literature of tacit knowledge sharing behavior of employees. Additionally, it has made an attempt to eliminate the gap as voiced by most of the literature related to tacit knowledge sharing in service industries which has focused upon western service sectors and limited research is available in the Asian context.
Practical implications
The ingenuity of the scale lies in the fact that it measures voluntary and involuntary aspects of tacit knowledge sharing behavior of employees which can be used by the organization to develop knowledge management plans and knowledge sharing practices based on the identified strategies.
Originality/value
The study is one of its kind that has considered various aspects namely, knowledge donation, knowledge collection, voluntary knowledge sharing and involuntary knowledge sharing together.
Details
Keywords
Visvalingam Suppiah and Manjit Singh Sandhu
This research aimed at investigating the influence of organisational culture types on tacit knowledge sharing behaviour in Malaysian organisations.
Abstract
Purpose
This research aimed at investigating the influence of organisational culture types on tacit knowledge sharing behaviour in Malaysian organisations.
Design/methodology/approach
Survey data was collected from 362 participants from seven organisations. Multiple regression was used to assess the research model.
Findings
The research findings indicate that organisational culture types influence tacit knowledge sharing behaviour and that such influences may be positive or negative depending on the culture type.
Research limitations/implications
The study only investigated seven organisations. A larger sample size may be necessary for a study of this nature. Aside from this the ipsative rating scale was not clearly understood by the respondents resulting in scoring errors by some.
Practical implications
Knowledge is considered the one and only distinct resource and is crucial for an organisation to sustain its competitive advantage. Determining the organisation's culture type will allow managers to implement, among the myriad knowledge sharing activities, the ones that would be more appropriate and relevant to the organisational culture.
Originality/value
Most of the knowledge in organisations is in tacit form. There is a dearth of literature on the influence of organisational culture types on tacit knowledge sharing behaviour. Aside from theoretical contributions, the findings of this study have the potential to assist organisations to unlock economic value from knowledge embedded in the minds of its employees.
Details
Keywords
Iris Reychav and Jacob Weisberg
This paper seeks to present an innovative scale that sheds light on the ways in which intentions to share explicit and tacit knowledge impact actual knowledge‐sharing behavior.
Abstract
Purpose
This paper seeks to present an innovative scale that sheds light on the ways in which intentions to share explicit and tacit knowledge impact actual knowledge‐sharing behavior.
Design/methodology/approach
Survey data were collected from a total of 278 hi‐tech workers. Structural equation modeling (SEM) was used to assess the research model.
Findings
SEM shows that the intention to share explicit knowledge influences explicit knowledge‐sharing behavior to an equal extent both directly and indirectly. By contrast tacit knowledge‐sharing behavior is influenced directly to a greater extent by the intention to share tacit knowledge and less indirectly by the intention to share explicit knowledge.
Research limitations/implications
The study provides a potential tool that may be applied by managers for the purpose of measuring explicit and tacit knowledge‐sharing intention and behavior. Its limitations are due to the limited socio‐economic and geographic variability of the companies and people that were studied, which may need further studies to substantiate.
Originality/value
Whereas there is a consensus as to the need for and the benefits of sharing knowledge, there are no tools for measuring the roots of sharing behavior. The scale presented here captures the underlying intention, measures it, and assesses the resulting behavior.
Details
Keywords
This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour…
Abstract
Purpose
This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour and explicit knowledge sharing behaviour.
Design/methodology/approach
The causal relationships among the constructs were tested by applying quantitative research methods. A questionnaire-based survey was used to draw a sample from 10 information technology (IT) organizations in India. A data set of 308 usable questionnaires was analysed using structural equation modeling technique to test the hypothesized relationships among various constructs.
Findings
This study found that all four dimensions of emotional intelligence, namely, self-emotional appraisal, others’ emotional appraisal, use of emotion and regulation of emotion have a positive effect on tacit knowledge sharing behaviour of employees. In addition, explicit knowledge sharing behaviour was also positively influenced by others’ emotional appraisal and use of emotion. However, no significant effect was made by self-emotional appraisal and regulation of emotion on explicit knowledge sharing behaviour of employees.
Originality/value
Little is empirically known about the link between emotional intelligence constructs and knowledge sharing behaviours. This study brings new insights by assessing the role of different emotional intelligence dimensions on two different types of knowledge sharing behaviour. An interesting finding advances the understanding of knowledge sharing behaviours by indicating a greater variance in tacit knowledge sharing behaviour (caused by emotional constructs) as compared to explicit knowledge sharing behaviour.
Details
Keywords
Nan Wang, Jielin Yin, Zhenzhong Ma and Maolin Liao
The purpose of this paper is to explore the effects of organizational rewards on two forms of knowledge sharing – explicit knowledge sharing and tacit knowledge sharing in virtual…
Abstract
Purpose
The purpose of this paper is to explore the effects of organizational rewards on two forms of knowledge sharing – explicit knowledge sharing and tacit knowledge sharing in virtual communities, and further to explore the mediating effect of intrinsic motivation on the effect of virtual community rewards on implicit knowledge sharing.
Design/methodology/approach
Based on relevant knowledge sharing theories, this study develops an integrated framework to explore virtual community rewards and tacit and explicit knowledge sharing in a virtual context. This study then collected data from 429 virtual community users in four virtual communities via an online survey. Hierarchical regression analyzes were used to test the proposed research model.
Findings
The results of this study show that virtual rewards have a significantly positive linear relationship with explicit knowledge sharing but have an inverse U-shape relationship with tacit knowledge sharing in virtual communities. In addition, intrinsic motivations including enjoyment and self-efficacy mediate the relationship between rewards and tacit knowledge sharing.
Practical implications
This study suggests more virtual community rewards may not always lead to more tacit knowledge sharing. Instead, too many rewards may weaken the motivation for tacit knowledge sharing. Knowledge management practitioners should make full use of the positive impact of self-efficacy and enjoyment to set up appropriate reward incentives to encourage knowledge-sharing, in particular, tacit knowledge sharing and to better manage virtual communities.
Originality/value
This study explores knowledge-sharing behavior in virtual communities, an important step toward more integrated knowledge-sharing theories. While online communities have become increasingly important for today’s knowledge economy, few studies have explored knowledge and knowledge sharing in a virtual context and this study helps to bridge the gap. In addition, this study develops an integrated framework to explore the mechanism through which virtual community rewards affect knowledge sharing with intrinsic motivation mediating this relationship in online communities, which further enriches the understanding on how to use virtual rewards to motivate knowledge sharing behaviors in the virtual context.
Details
Keywords
Shahbaz Sharif, Rab Nawaz Lodhi, Khurshed Iqbal and Fahad Saddique
This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational…
Abstract
Purpose
This study aims to use an authentic leadership style to explore that whether male or female leadership of private academic institutions highly influences affective organizational commitment and tacit knowledge sharing among the library teachers. Additionally, this study encompasses the trust of library teachers and justifies whether the trust under male or female leadership highly moderates the effect on tacit knowledge sharing.
Design/methodology/approach
By using structural equation modeling, this study tests two leadership models (e.g. male and female leadership models). Using a convenient sampling approach, the researcher collects data from library teachers of private academic institutions in district Sheikhupura, Pakistan through face-to-face interaction. The study administered 650 survey questionnaires among the library teachers; however, 403 questionnaires were answered validly and reliably. The response rate was 62%.
Findings
The study found the direct and indirect effect of authentic leadership on affective organizational commitment and tacit knowledge sharing however, male authentic leadership influence on affective organizational commitment and tacit knowledge sharing was quite higher than female authentic leadership. Resultantly, the library teachers were more committed to sharing tacit knowledge under male leadership than female. Nevertheless, the moderating role of trust was found in female leadership but not in male leadership. Simply, the library teachers under male leadership were hesitant to trust others, so the chain of sharing hidden ideas and image of libraries was not found in male leadership.
Practical implications
Private academic institutions need authentic leaders to shape the knowledge economy of libraries and the structure of the academic institutions. For this reason, this study provides practical implications for managers that male leadership should be hired in academic institutions because it has a higher influence on librarians’ commitment and tacit knowledge sharing among peers as compare to female leadership.
Originality/value
To the best of the authors’ knowledge, this was the first study that differentiates the capabilities and skills of male and female authentic leadership in private academic institutions. Further, it suggests hiring male leaders in these institutions.
Details
Keywords
The transmission of tacit knowledge is crucial to organizations to ensure that individual expertise will be passed throughout a team or department, rather than centred in one…
Abstract
Purpose
The transmission of tacit knowledge is crucial to organizations to ensure that individual expertise will be passed throughout a team or department, rather than centred in one employee. It is especially important among information technology (IT) professionals because, in addition to technical knowledge, they deal considerably with a combination of cognition and previous experience to solve daily problems, and implement and develop new systems. The purpose of this paper is to examine how organizational, individual, and environmental factors influence tacit knowledge sharing among IT professionals.
Design/methodology/approach
In this study, the author examines how organizational, individual, and environmental factors influence tacit knowledge sharing among IT professionals. To test the hypotheses, the survey method was chosen and a standard questionnaire was applied. The author obtained a sample of 143 respondents and employed a partial least squares (PLS) analysis to assess the structural and confirmatory models.
Findings
The results indicate that hardworking, responsible, and introverted employees tend to share their tacit knowledge when they feel they are in a supportive and team‐oriented environment, are not overly threatened by competitiveness, and experience good social interactions in the workplace.
Research limitations/implications
The main limitation of this study is its small sample size, which may not capture all relationships. Future research can overcome this limitation and consider the role of organizational commitment and trust as possible mediators.
Originality/value
To practitioners, this study offers information on how organizations can encourage employees to share tacit knowledge. This research provides some support for the assumption that IT professionals should be managed under particular organizational rules by proposing that IT workers have a strategic role regarding the transmission of tacit knowledge.
Details