Aligning knowledge sharing interventions with the promotion of firm success: The need for SHRM to balance tensions and challenges

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

“…Several investigations show a positive effect of KS on the performance and survival of organizations [14,23]. In addition, organizational sustainability essentially should incorporate the active interactions among employees and effective knowledge exchanges between work teams' members [17,18]. HRM policies should be aligned with these social sustainability demands; thus, there is an urgent need for a deeper understanding of the crucial variables necessary to promote KS behaviors that make the HRM sustainable.…”

“…Knowledge sharing (KS) has been used to connect organizational HRM practices with sustainability [17,18]. Specifically, the literature has considered that the activated interactions among employees and the efficient knowledge management within teams are essential for the sustainability of the organization [14].…”

Knowledge sharing activities among public sector employees: Evidence from Indonesia

“…Although Amayah (2013) argues that knowledge sharing initiatives are more difficult to be implemented in public sector organization due to several reasons such as the fear of losing control/power (Park & Gabbard, 2018), the anxiety of losing promotion (Liebowitz & Megbolugbe, 2003;Donnelly, 2019), trust and leadership (Seba et al, 2012;Alsharo et al, 2017), bureaucratic culture (Wulf & Butel, 2016;Hendryadi et al, 2019), and extra-works perception (Yao et al, 2007;Afshar Jalili & Salemipour, 2019). A previous study from Hu & Zhao (2016) has a clear conclusion that there was a significant link between knowledge sharing and creative self-efficacy.…”

“…Regarding the challenges in implementing knowledge sharing activities in different sector such as the private and public sector, Amayah (2013) argues that knowledge sharing initiatives are more difficult to be implemented in public sector organizations. The fear of losing control/power (Park & Gabbard, 2018), the anxiety of losing promotion (Donnelly, 2019), less incentive for efficiency, the complexity of organization goals (Amayah, 2013), trust and leadership (Seba et al, 2012;Alsharo et al, 2017), bureaucratic culture (Wulf & Butel, 2016;Hendryadi et al, 2019), and extra-works perception (Yao et al, 2007;Afshar Jalili & Salemipour, 2019) is the several reasons of why public sector officers tend to resist to build a knowledge-sharing culture. Besides that reason, an individual issue such as personality traits (Agyemang et al, 2016;Borges et al, 2019), motivational factors (Andreeva & Sergeeva, 2016;Nguyen et al, 2019), creative self-efficacy (Wu et al, 2012;Teng et al, 2019) also considered to influences the adoption of knowledge sharing.…”

Linking Sustainable Human Resource Management in Hospitality: An Empirical Investigation of the Integrated Mediated Moderation Model

“…This concept has been widely used for human outcomes which benefit long term sustainable performance in organizations [1,4]. Plenty of terms have been adopted to connect sustainability and human resource management activities including work satisfaction [14][15][16], a knowledge sharing system [17][18][19], the abilities of innovation [3,20,21], and performance at work [5,22,23] These terms may display in diverse approaches for organizational sustainable effectiveness, however, there has been no attempt to integrate them into a research framework to better investigate human and social outcomes particularly in hospitality sectors. Therefore, this study acknowledged that job satisfaction, knowledge sharing, innovation capability, and job performance will influence the extent for working people in an organization together providing positive influences on competitiveness and success of hospitality organizations.…”