Impact of motivational factors on knowledge sharing behaviour of managers in Ready Made Garments (RMG) Industry of Bangladesh

Islam, Asadul; Jantan, Amer Hamzah; Khan, Arif Md.; Rahman, Habibur; Monshi, Osman

doi:10.24052/jbrmr/v13is01/art-18

Cited by 18 publications

(31 citation statements)

References 22 publications

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“…. (Razmerita, Kirchner & Nielsen, 2016) who found that employees like helping others was a factor that had relationship with knowledge sharing of the employees which is consistent with the findings of researchers (Islam, Jantan, Khan, Rahman & Monshi, 2018;Irma Susanty & Charles Wood, 2011) Self-Efficacy: For the employees to voluntarily share knowledge they must have the sense of selfefficacy that their experience and knowledge is valuable for the organization (Staplehurst & Ragsdell, 2010). In the model proposed by (Chau, 2018) self-efficacy and employee attitude were important factors for knowledge sharing.…”

Section: Knowledge Sharing Factors In Sme's and Large Organizationssupporting

confidence: 73%

Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

D’souza

Ali

2020

J Stud Res

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This article is aimed at exploring factors that impact knowledge sharing behavior of employees in a small and medium scale (SME) building materials company located in Sultanate of Oman; and to extrapolate the findings over large organizations. The said SME has a problem of employees hoarding their knowledge and knowledge management is not in practiced. Through literature review, we have identified six factors that are of mutual relevance to SMEs and Large organizations. A survey has been conducted to test the practical implications of the identified factors at the selected organization. Results reveal that the factors such as (i) social media app for knowledge sharing (ii) enjoyment/satisfaction in helping others and (iii) effective utilization of free time; are the dominating factors in both SME and Large organizations. It is found that the factors (iv) rewards and (v) self-efficacy are very much significant in large organizations and are of low significance in SMEs. To strengthen the current study, the survey has to be extended to include respondents from few more SMEs and Large organizations.

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Section: Knowledge Sharing Factors In Sme's and Large Organizationssupporting

confidence: 73%

Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

D’souza

Ali

2020

J Stud Res

View full text Add to dashboard Cite

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“…knowledge sharing is related to performance and evidenced that expenditure on collaborative R&D (research performed by team) has better contributions to performance (R. Du et al, 2007). This suggestion is somewhat concurrent with the notion of knowledge sharing and utilization of tacit knowledge requires high degrees of involvement of both knowledge holder and learner (Law and Chan, 2016;Islam, Jantan, Khan, Rahman, & Monshi, 2018). Moreover the suggestion agree with notion of knowledge creation is base for innovative activity .…”

Section: Performancementioning

confidence: 57%

“…However somewhat disagree with the finding of Mohamad and Ahmad (2012) found that positive significant relationship between information technology and KM practices in industrial company context and also Mazhar and Saeed (2018) found that positive and significant relationship between leadership commitment and organizational culture, and creativity. Further study evidenced that knowledge sharing has a non-linear insignificant relationship with performance which contradicts the conclusion of knowledge sharing impact on innovativeness are statistically significant positive effect (Islam, et al, 2018;Samir, 2020). This implies provision of knowledge sharing to the academic staffs couldn't assure positive contribution while performing KM practice in attainment of required performance.…”

Section: Organization and It Supportmentioning

confidence: 77%

Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

2021

JIBM

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This study explored role of knowledge management practice on the performance in higher education institute at Jimma University College of agriculture and Veterinary medicine in Ethiopia, considering academic staff perception. The study mainly employed quantitative descriptive research design using cross sectional design also used qualitative approach. For data collection, pre-tested self-administered structured questionnaire used. Considering 143 academic staff a population studied using census approach out of total 214 excluding those currently engaged in further study. Response rate was 81.8%. Descriptive and inferential statistics analysis employed utilizing STATA 14. Major finding includes: willingness of knowledge sharing and discovery was at high level. Knowledge sharing, capture, utilization as well as organizational and IT infrastructure support was at medium level. Chi-square (χ2) test indicated there is association between knowledge capture, sharing, utilization, organization support, IT support and performance. However ordinal logistic regression analysis revealed that only component knowledge utilization has positive and significant impact on performance. The study identified challenges in the practice of knowledge management such as inadequate fund, unsatisfactory documentation, inadequate support and cooperation consecutively. Thus college should spend more in knowledge management practice can improve innovation utilized in funding research, enhance team work, improving technology, motivate academic staff to retain and share knowledge. Keywords: knowledge management, knowledge share, Performance, Practice, Process

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“…Knowledge management is the process of creating, sharing, using, and managing the knowledge and information of an organisation (Liebowitz, 1999;Islam, Jantan, Khan, Rahman, & Monshi, 2018). Knowledge management efforts have a long history, including on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training, and mentoring programs (Sanchez, 1996).…”

Section: Literature Reviewmentioning

confidence: 99%

Knowledge Management Processes and Organisational Effectiveness in Nigerian Deposit Money Banks

2021

IJEKM

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The main objective of the study was to examine the effect of knowledge management processes on organisational effectiveness in Nigerian deposit money banks. Specifically, the study examines knowledge creation, acquisition, sharing and storage and organisational effectiveness in Nigerian deposit money banks. The data for the study was generated through a questionnaire which yielded 359 valid responses and was determined scientifically using Krejcie & Morgan (1970) from selected Nigerian deposit money banks with their operational head offices in Lagos-Nigeria as the population of the study. The study adopted survey design and the validity results of KMO, and Bartletts test indicate that variables are highly significant, and principal component analysis was suitable (.837). The test-retest result of reliability reported a reliability index of 0.872. Multiple regressions with the aid of SPSS version 21 were used to test the formulated hypotheses. Findings of the study show that knowledge creation (32.3%), acquisition (62.1%), sharing (42.4%), and storage (46.2%) have a positive significant effect on organisational effectiveness. The study recommends among others that management of Nigerian deposit money banks should aptly designed and encourage knowledge processes in their banks since it constitutes a valuable intangible asset for creating and sustaining exceptional competitive advantages in the Nigerian banking industry. Keywords: Deposit Money Banks, Organisational Effectiveness, Knowledge Management Processes

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Impact of motivational factors on knowledge sharing behaviour of managers in Ready Made Garments (RMG) Industry of Bangladesh

Cited by 18 publications

References 22 publications

Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

Knowledge Management Processes and Organisational Effectiveness in Nigerian Deposit Money Banks

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