Governing the knowledge sharing for repatriates with SECI model An empirical test

Abstract

Abstract. Knowledge sharing of repatriates is embedded in a complex project environment and affected by the organizational knowledge governance mechanisms. This paper seeks to find out the mechanisms that promote repatriates to share their knowledge achieved in international construction projects after returning to domestic projects. We collect data from 245 respondents in 33 Chinese contractors. The test results indicate that adoption of knowledge governance mechanisms influence repatriates' knowledge sharing via the knowledge sharing process generated from SECI model, namely, socialization, externalization, combination, and internalization. Through knowledge socialization and externalization, knowledge governance mechanisms can be stronger motivation to inspire repatriates' tacit knowledge sharing than explicit knowledge sharing. This paper provides both theoretical implications for knowledge sharing theory and managerial suggestions for professional construction projects in sharing repatriates' knowledge.

The Social Processes and Factors Affecting Organizational Knowledge Creation and Sharing in New Zealand Firms

“…The first hypothesis, we hypothesized that socialization is positively associated with organizational knowledge creation and sharing, results suggest that this hypothesis held true. This claims socialization has a significant direct influence on organizational KCS in New Zealand, which is supported by previous research (Li & Zhang, 2015: 1544Ramirez & Morales, 2011: 444;Tan, Lye, Ng, & Lim, 2010: 192;Travaille & Hendriks, 2010: 423).…”

“…The second and fourth hypothesis, hypothesized relationships were outlined as: knowledge combination is positively associated with organizational knowledge creation and sharing, internalization is positively associated with organizational knowledge creation and sharing. Although the literature reviewed suggested that knowledge combination, internalization (Li & Zhang, 2015: 1544Chaikrongrag & Angkasith, 2010: 218;Tan, Lye, Ng, & Lim, 2010: 192) results suggest these hypotheses are not supported.…”

“…Based on the wide support in the literature for social processes as a second-order factor (knowledge creation theory) influencing organizational knowledge creation (Andreeva & Ikhilchik, 2011: 56;Shih-Wei & Yu-Hung, 2004: 205;Li & Zhang, 2015: 1544, we argue that if social processes as a whole can influence organizational KCS as a second-order latent construct, then it is realistic to claim that combination as a sub-factor of the social processes will have a direct impact on organizational KCS. As informed by Nonaka (1994) and Bryant and Terborg (2008), combination can create knowledge independently of the other three social processes, we posit that combination allows knowledge exchange, combination and new knowledge collection in tangible or intangible forms.…”