Global Perspectives on Knowledge Sharing: Investigating Malaysian Online Community Behaviour

Abstract

This paper reports on an exploration of the critical success factors of knowledge sharing behaviour among Malaysian undergraduate students. The paper presents an overview of knowledge and knowledge sharing and then presents empirical case study evidence. The two case studies that were identified as accessible and important were that of the Malaysian undergraduate communities in Manchester, United Kingdom and that of a similar undergraduate community in Kuala Lumpur, Malaysia. The research explored concerns about knowledge sharing behaviour and successful communication. This is an area which is of particular interest to the Malaysian government and so will have practical applications in the future.

Knowledge sharing patterns of undergraduate students

“…These studies have spurred the development of research in this area where a myriad of variables influencing knowledge sharing have been identified and empirically tested. For example, Burke and Sulaiman (2008) discovered that the critical success factors for knowledge sharing include fairness, enjoyment, sharing awareness and openness, relevancy, and openness. Khyzer et al (2009) deduced that trust, perceptions, and willingness to share influence students' attitude toward knowledge sharing.…”

The impact of trust, motivation and rewards on knowledge sharing attitudes among the secondary and higher secondary level students’

“…Researchers also argue that sharing of knowledge within institutions depends on the capability to leverage and employ knowledge-sharing resources suitably within the members of the institution itself (Geiger and Schreyogg, 2012). In addition, trust, motivation and rewards culture in an environment can positively impact the improvement of knowledge-sharing among the members of an institution (Alstyne, 2005;Andrews and Delahay, 2000;Burke and Sulaiman, 2008;Casimir et al, 2012;Cross and Baird, 2000;Droege and Hoobler, 2003;Friesl et al, 2011;Ikhsan and Rowland, 2004;Khyzer et al, 2009;Mayer et al, 1995;Reid, 2003;Rosenblatt, 2011;Smith and McKeen, 2003;Tsai and Ghoshal, 1998;Wang and Lai, 2006;Zaqout and Abbas, 2012). In addition, enhancing knowledge-sharing culture in an organisation is not entirely held by one individual factor; rather, it require techniques to motivate people to share valued information so that the intellectual capital of the members of the institution can be leveraged (Bontis et al, 2002;Edvinsson and Malone, 1997;Sveiby, 1997).…”