Exploring the challenges, trends and issues for knowledge sharing

Abstract

Purpose This study aims to explore the challenges to knowledge sharing (KS) in the context of public sector universities in developing countries. Furthermore, it explores why knowledge hoarding behaviour is flourishing even when employees are encouraged to share their knowledge in organisations and are rewarded for doing so. Design/methodology/approach Research data were collected from vice chancellor, registrar, professors, assistant professors and lecturers using an interview technique. They shared their knowledge, expertise, experiences and understanding about issues relating to KS practices in public universities. These interviews were thematically analysed using the NVivo 11-Plus software and different themes emerged. Findings The results reveal that hoard knowledge to gain power, authority, influence, promotion opportunities and employee favouritism negatively influence KS practices. Furthermore, an unsupportive culture and a poor linkage between KS and rewards negatively influence KS practices in public sector universities. Research limitations/implications The present study aids academic leadership in designing policies and strategies to enhance KS among faculty staff and to create a supportive KS culture. These results are useful for top management officials of public sector universities, especially in developing countries, and for policy makers, who can plan and execute effective policies to foster KS behaviour. Originality/value The originality can be viewed as a new window open towards the motivation of the university staff to hoard their knowledge instead of sharing it. This study gives the novel conceptual model based on why people do not share their knowledge and how KS practices can be fostered among the employees in public sector universities. Few studies have been conducted to explore KS issues in the real context of developing countries, and specifically in the Asian culture.

Determinants of Knowledge Sharing and Impacts of Knowledge on Working Performance of Public Employees in Tien Giang Province of Vietnam

“…Organizational Learning Culture, supports from senior Management, and Information Technology have positively significant impacts on knowledge sharing behavior of public employees in Tien Giang province. These findings are similar to those of previous studies (Al-Alawi et al, 2007;Ling et al, 2009;Islam et al, 2011;Kharabsheh et al, 2012;Mansor and Kenny, 2013;Muqadas et al, 2017). However, Employee Training seems to have no effect on Knowledge sharing.…”

“…In this paper, knowledge sharing is found to have positive impacts on the success of public services via promoting good attitude and behavior of employees. Another study relating to public sector is the research of Muqadas et al (2017). In the paper, Muqadas et al (2017) explores the challenges of knowledge sharing in public university in developing economies.…”

“…Another study relating to public sector is the research of Muqadas et al (2017). In the paper, Muqadas et al (2017) explores the challenges of knowledge sharing in public university in developing economies. The data is collected from lecturer, assistance professors, professors, registrar, and vice chancellor.…”

Barriers to Knowledge Sharing Among Academics in Tertiary Institutions

“…Like other organizations, knowledge hoarding is a common phenomenon among faculty members and is a big challenge on the way to effective knowledge sharing among them 66 . Scholars admit that knowledge hoarding instead of knowledge sharing could be more widespread in academic institutions 67,68,69 . For instance 70 , discover that knowledge sharing intention is lower among the faculty members of private universities in Malaysia.…”

Knowledge Hiding and Creativity in Higher Education Institutes: Understanding the Contingent Role of Perceived Supervisory Support

“…Currently, instead of sharing knowledge with the colleagues, employees are reluctant to do so and there can be many different reasons behind this reluctance in sharing of knowledge like fear of losing power, authority or unique status or employees may be hesitant of being assessed by colleagues or others (Bordia et al, 2006) and as a result they make an adjustment in their behaviour. This behaviour of employees has resulted in the need to work on and explore the emerging area "knowledge hiding" (Muqadas, Rehman, Aslam, & Ur-Rahman, 2017).…”