Knowledge sharing among public sector employees: evidence from Malaysia

Abstract

PurposeThe main purpose of this paper is to: identify the views of public sector employees towards the importance of Knowledge Sharing (KS); identify the barriers to KS; and identify initiatives that may encourage KS.Design/methodology/approachThe design employed in this research was mainly descriptive in nature. A survey‐based methodology employing a research questionnaire was used to elicit the views of public sector employees towards KS. A total of 320 questionnaires were randomly distributed and 170 were successfully collected, giving a response rate of 60 percent.FindingsThe results showed that the respondents were very positive in their views towards “importance of KS” and they also strongly felt that knowledge was a source of competitive advantage. However, they were of the view that the importance of knowledge sharing was not clearly communicated and many of them were not sure whether KS strategy existed in their department. The public sector employees also showed self‐serving biases when it came to their willingness to share knowledge compared with their perception of their colleagues' willingness to share knowledge. Respondents perceived organizational barriers as being more critical compared with individual barriers. Main organizational barriers were lacking in IT systems and there was a lack of rewards and recognition. Lack of time, lack of interaction and lack of interpersonal skills were identified as the main individual barriers. The most favoured KS initiatives found in this study was use of e‐mail systems; inter‐agency activities and use of information and communication technology (ICT) followed by support from top management.Research limitations/implicationsThe study is confined to the public sector and thus it cannot be generalized to all organizations. The sample for this study is also limited to two public sector departments: ICU (Implementation Coordination Unit) and PWD (Public Works Department) and thus the views are strictly limited to these agencies. The findings from this study can be useful in enhancing public policy towards effective management and implementation of KS programs.Originality/valueSince there is limited research on KS in the public sector from developing and emerging nations such as Malaysia, this empirical contribution will further enhance the theoretical knowledge on KS in the public sector from a developing nation's perspective. Second, this is one of the few studies that examine views towards knowledge donating and knowledge receiving in the public sector. This area needs the utmost attention, since it was found in this study that employees' perceived knowledge‐sharing willingness (donating) may differ from colleagues' perceived KS willingness (knowledge receiving).

Why Employees Share Their Knowledge

“…The key trigger for knowledge sharing is probably motivation (C.-P. Lin, 2007;Sandhu, Jain, & Ahmad, 2011). Generally, motivation refl ects an impulse toward a specifi c behaviour.…”

An investigation into agile learning processes and knowledge sharing practices to prevent identity theft in the online retail organisations

“…Abdullah et al, (2016), Henttonen et al, (2016), Wang and Hou (2015), Huang (2014), Kowta Sita and C.M. Chitale (2012), Luen and Al-Hawamdeh (2001), Siong et al, (2011), Singh et al, (2011, Jen-te Yang (2007), Willem and Buelens (2007), Nonaka and Peltokorpi (2006), and Kane et al, (2005) -Managing the knowledge and sharing it is known to be a big challenge in the private sector. The organisations are required to provide awareness to staff of the KS process.…”

Measuring Knowledge

“…As said by Tuan (2012), knowledge sharing is a process which happens when employees pass information, ideas and experiences to each other either within a department or a whole company. Similarly, Sandhu, Jain, and Ahmad (2011) define knowledge sharing as a transfer of valuable facts, beliefs, perspectives, concepts learned through study, observation or personal experience from knower to knowee and McAdam et al (2012as cited in Yuliansyah & Alvia, 2016 describe knowledge sharing is an activity through which knowledge in various forms can be transferred or exchanged between different actors in an organization. According to Wang and Noe (2010 as cited in Seba, Rowley, & Lambert, 2012), knowledge sharing refers to the provision of task information and know-how to help others and to collaborate with others to solve problems, develop ideas, or implement policies or procedures.…”

“…Additionally, the questionnaire evaluates both knowledge donating and knowledge collecting. Knowledge donating and knowledge collecting were evaluated also in the study made by Sandhu et al (2011) who examined in their study knowledge sharing in public sector. Their questionnaire contained items divided into the following parts: 11 items designed to ascertain general views towards a) importance of knowledge sharing and awareness of its benefits; b) existence of knowledge sharing initiatives; c) employees' willingness to share knowledge (knowledge donating); and d) colleagues' willingness to share knowledge (knowledge collecting); 15 items eliciting views towards knowledge sharing barriers; 17 items eliciting views of respondents towards type of knowledge sharing initiatives that should be promoted.…”