Influence of organisational culture dimensions on knowledge management processes in higher educational institutions

Prabhakar, Gantasala V.; Reddy, P. Ramesh; Savinkina, Larisa A.; Gantasala, Swapna Bhargavi; Sailaja, Ankireddy

doi:10.1504/ijkms.2018.089693

Cited by 9 publications

(9 citation statements)

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“…Aulawi et al (2009) added that KM processes, such as knowledge sharing, dissemination and application are of great importance to the organization, and its significance stems from the fact that it enhances innovation performance. Prabhakar et al (2018) confirmed that knowledge hoarding adversely affects the effectiveness of KM. However, the relationship between KM and innovation may not go unnoticed, with negative behaviors such as knowledge hoarding.…”

Section: Knowledge Management Knowledge Hoarding and Innovation Perfmentioning

confidence: 69%

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Al-Abbadi¹,

Alshawabkeh²,

Rumman³

2020

10.5267/j.msl

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The positive impact of knowledge management on innovation performance is no longer a mystery. However, the moderating role of knowledge hoarding remains undisclosed. Therefore, the present study aims to explore the moderating role of knowledge hoarding on the effect of knowledge management on innovation performance. On the ground of its design as a descriptive research, a questionnaire-based survey was developed, validated, and administered to a sample of 314 managers chosen from commerce and service organizations. Using multiple regression analysis and structural equation modeling (SEM), the results indicated that knowledge management processes (knowledge acquisition, dissemination, storage, sharing and application) exerted significant effects on innovation performance. Moreover, Knowledge hoarding exerted a significant negative effect on innovation performance. However, the results indicate that knowledge hoarding did not moderate the effect of knowledge management processes on innovation performance. This finding can be explained by the fact that, despite the negative impact of knowledge hoarding on innovation performance, this effect did not affect the relationship between knowledge management processes and innovation performance and this may be due to the nature of knowledge hoarded by employees in terms of relevance and scarcity. In the light of these findings, the study recommends that it is necessary to determine whether employees hoard knowledge, and distinguish how important this knowledge is for innovation performance. In fact, this is the contribution of the current study to knowledge management literature.

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Section: Knowledge Management Knowledge Hoarding and Innovation Perfmentioning

confidence: 69%

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Al-Abbadi¹,

Alshawabkeh²,

Rumman³

2020

10.5267/j.msl

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“…The review suggests incorporating several personal (motivations, different kinds of social interactions) and contextual factors (hierarchy configurations, workplace characteristics, organization's response to uncertainty) in investigating the flow of knowledge within an organization. Inkpen and Tsang (2005) argue that "personal relationships, decentralized organizational The effectiveness of knowledge management in an organization is affected by knowledge hoarding (Prabhakar, Reddy, Savinkina, Gantasala and Ankireddy et al, 2018). The study opines that knowledge hoarding did not moderate the effect of the knowledge management process on innovation performance; however, its negative impact on innovation performance in the organization is significant.…”

Section: Knowledge Hoardingmentioning

confidence: 95%

“…The effectiveness of knowledge management in an organization is affected by knowledge hoarding (Prabhakar, Reddy, Savinkina, Gantasala and Ankireddy et al , 2018). The study opines that knowledge hoarding did not moderate the effect of the knowledge management process on innovation performance; however, its negative impact on innovation performance in the organization is significant.…”

Section: Knowledge Hoardingmentioning

confidence: 99%

“…(2020),Prabhakar et al (2018),Schneider et al (2013),Evans et al (2015),Anaza and Nowlin (2017),Zhao and Xia (2017),Webster et al (2008), Bilgino glu (2019),Ford and Chan (2003), Holten et al (2016) Disengagement 3 Ford and Staples (2010), Holten et al (2016), van-Knippenberg and Schippers (2007) Knowledge withholding (a refusal to share, intentional, distrust and strategic concealment, less than the actual) 13 Webster et al (2008), Holten et al (2016), Anaza and Nowlin (2017), Al-Abbadi, et al (2020), Evans et al (2015), Zhu et al (2019), Connelly, et al (2012), Bolino and Turnley (2009), Scandura (1999), Lin and Huang (2010), Tsay, et al (2014), Kang (2016) Knowledge hiding behaviour (limiting sharing, inaccuracy, interpersonal, unwillingness, counterproductive, stickiness) 21 Cerne, et al (2014), Bogilovi c, Cerne and Škerlavaj (2017), Evans, et al (2015), Webster et al (2008), Anaza and Nowlin (2017), Cerne et al (2014), Lin and Huang (2010),Tsay, et al (2014),Ford and Staples (2010),Ipe (2003),Connelly et al,(2012),Brophy (2005), Darnon, et al (2010), Zhu et al (2019), Penney, et al (2011), Bock, et al (2005); Pan et al (2018), Riaz, et al (2019), Yang and Treadway (2016), De-Clercq, et al (2019), Farooq and Sultana (2021) Perceived knowledge hoarding (simple, rationalized and self-reported) et al (2020), Inkpen and Tsang (2005), Zhu et al (2019), Phelps et al (2012), Bilgino glu (2019) Accumulation of knowledge (evasive hiding, lack of sharing, playing dumb and rationalized hiding) 8 Connelly et al (2012), Bai (2020), Webster et al (2008),…”

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confidence: 99%

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Linking workplace ostracism and knowledge hoarding via organizational climate: a review and research agenda

Dash

Farooq

Upadhyay

2022

IJIS

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Purpose This study aims to analyze the relationship between workplace ostracism and knowledge hoarding. The study also proposes a mediational role of organizational climate in the relationship between workplace ostracism and knowledge hoarding. Design/methodology/approach The procedure used in the study is a systematic literature review covering workplace ostracism, knowledge hoarding and organizational climate from 1986 to 2021. The studies were explored using keyword searches such as “Workplace ostracism”, “Knowledge hoarding” and “Organizational climate” from the selected databases, namely, Scopus, Web of Science and Google Scholar. Findings The systematic review of 146 articles found most studies suggesting that workplace ostracism affects employees’ personal and professional relationships and is a precursor to knowledge hoarding behaviours. The workplace ostracism–knowledge hoarding relationship has a logical explanation as knowledge hoarding is often perceived as counter-normative, which can reduce the performance of a hoarder, leading to behaviours such as ostracism and expulsion. The review proposes that organizational climate plays a significant role in improving the workplace ostracism and knowledge hoarding relationship. The study introduces some fundamental propositions towards the development of a model for future research. Originality/value The study attempts to uncover a series of relationships between workplace ostracism, knowledge hoarding and organizational climate, which may enhance academic discussion and offer clarity to the conceptualization of these two fields.

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“…Moreover, it has been suggested that the individuals, i.e., the employees, are the key facilitators of knowledge management and knowledge sharing activities in an organization ( Prabhakar et al, 2018 ; Obrenovic et al, 2020 ). Individuals with different characteristics bring a wide set of knowledge, skills, and abilities, and have the potential to develop and modify the existing knowledge of an organization ( Esmaeelinezhad and Afrazeh, 2018 ).…”

Section: Introductionmentioning

confidence: 99%

Why do academicians share knowledge? A study of higher education institutions in India

Ahmad,

Alam,

Kirmani

et al. 2023

Front. Psychol.

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PurposeIndian higher education institutions are diverse in nature; there are institutions with good infrastructure and resources as well as institutes that have little in terms of resources and infrastructure. Keeping in mind the relevance of knowledge sharing in academic institutions, the researchers in the present study have tried to find factors determining the knowledge sharing behavior of the academicians of different institutes in India.DesignThe researchers in the present work have expanded on extant research by demarcating factors that affect the knowledge sharing behavior of academicians. A structured questionnaire was shared through e-mail and social media groups, and a snowball approach was used to reach out to the maximum number of respondents.FindingsThe present study offers an integrated and extended theory of planned behavior (TPB) theoretical model, augmenting it with constructs such as motivation and the opportunity to share knowledge adapted from related studies. The findings of this research provide theoretical as well as practical suggestions in determining and explaining the knowledge sharing behavior of academicians.OriginalityThe researchers in the present study have tried to present a shorter and more reliable scale that can be used to assess the behavioral intentions of academicians to share knowledge.

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Influence of organisational culture dimensions on knowledge management processes in higher educational institutions

Cited by 9 publications

References 0 publications

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Knowledge management processes and innovation performance: The moderating effect of employees’ knowledge hoarding

Linking workplace ostracism and knowledge hoarding via organizational climate: a review and research agenda

Why do academicians share knowledge? A study of higher education institutions in India

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