Antecedents of organizational knowledge sharing: a meta‐analysis and critique

Abstract

PurposeKnowledge is the most important component of sustainable organizational growth and economic performance. This meta‐analysis aims to summarize the determinants of individuals' knowledge sharing (KS) intentions and behaviors in organizations.Design/methodology/approachThe authors organize the knowledge sharing antecedents investigated in 46 studies (n≈10,487, median n=172) into three categories, i.e. knowledge sharer intention and attitude (four variables); rewards for KS (three variables); and organizational culture (nine variables).FindingsVariables in all three antecedent categories positively contribute to KS intentions and behaviors; high between‐study variability exists, and the fail‐safe n statistic suggests the observed effects are robust against a “file drawer” (missing study) bias. Moderator results suggest that motivating KS is easier in collectivist, as opposed to individualist, cultures.Research limitations/implicationsIn most of the studies included in this meta‐analysis, participants volunteered to share knowledge with researchers. Hence, an important threat to validity in the existing research is a potential “cooperation bias” in which participants likely overestimate their willingness to share knowledge. Future KS research should investigate the dark underbelly of knowledge activities in organizations, including investigations of knowledge hoarding, withholding of knowledge to gain personal advantage, and “contributing” worthless information to gain (through gaming) personal payoffs.Originality/valueThe meta‐analysis results herein contribute to the KS literature by identifying the determinants of KS, and an important potential limitation of much existing KS research.

The relationships among information systems, knowledge sharing, and customer relationship management in banking industry

“…It is said that intra-firm knowledge-sharing processes are associated with serious challenges and these challenges are even more significant when firms share knowledge externally because organizations have their knowledge preferences, objective, and stocks (Bjerregaard, 2010;Ding, Liu and Song, 2013;Witherspoon et al, 2013). However, many researchers only focus on the characteristics of individuals and organizations but ignore knowledge sharing that increases CRM capabilities.…”

Towards a Knowledge Sharing Model for Small Businesses

“…Knowledge sharing will benefit the sharers' organisation and sharers themselves 77 . Potential benefits are a determinant for knowledge sharing.…”

“…Realizing benefits of managing knowledge is a critical issue for the success of knowledge management 74,75,76 . On the other hand, humans have innate needs to achieve competence, autonomy and satisfying relationships 77 . Small businesses should consider all the characteristics examined in Section 3.1 of this paper in determination of the knowledge sharing strategy to achieve appropriate business and individual goals.…”

The ShaRInK framework: a holistic perspective on key categories of influences shaping individual perceptions of knowledge sharing

“…Together, these two trends formed the key findings of their review. , Bergner, Cockrell, and Stone (2013) The final article included in this review is a meta-analysis conducted by Witherspoon et al (2013). Their goal was to identify quantitatively which factors shape individual-level knowledge sharing intention as well as behaviour.…”