Knowledge-sharing determinants, behaviors, and innovative work behaviors

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -To examine the influence of socio-psychological factors from different theoretical perspectives, as well as the roles of technological and cultural facilitators, on knowledge-sharing (KS) behaviors and whether it leads to superior employees' innovative work behaviors. Design/methodology/approach -Partial Least Squares (PLS) analysis was used to investigate the research model based on a survey of 257 employees from 22 high-tech companies (including companies in pharmaceutical, nanotechnological, biotechnological, aviation, and aerospace industries) in Iran. Findings -The results supported the effects of three motivational factors, i.e. perceived loss of knowledge power, perceived reputation enhancement, and perceived enjoyment in helping others, and two social capital factors, i.e. social interaction ties and trust, on employees' attitude toward KS. Findings also indicated that employees' KS behaviors enhance their innovative work behaviors. Research limitations/implications -Since the survey used cross-sectional data and samples, here were limited to some Iranian companies.The results of this study may not be generalizable and should be confirmed using larger samples and/or longitudinal studies. Practical implications -The findings provide useful insights into how managers should encourage employees' KS attitudes, intentions, and behaviors to fosterinnovative work behaviors of employees. Originality/value -This study is one of the first attempts to fill the void in integrative research for examining relationships among KS determinants, behaviors, and outcomes.

Organizational Culture and Knowledge Sharing Behavior: Examining Serial Mechanisms

“…Micro level knowledge sharing research has relied on theory of planned behavior and the social exchange theory to explain the phenomenon associated with knowledge sharing (Akhavan et al, 2015;Huang et al, 2013). Social exchange describes that employees wish to maintain long term relationships on reciprocal basis.…”

“…Knowledge sharing is hard to achieve without involving people Yang (2010), Amayah (2013), Akhavan, Hosseini, Abbasi, and Manteghi (2015). Opportunities provided for transferring knowledge are also important as social exchange perspective suggests the vitality of opportunities in an organization for exchange of knowledge (Argote, McEvily, & Reagans, 2003;Huang, Chiu, & Lu, 2013).…”

The influence of knowledge sharing behavior and transactive memory systems on innovative work behavior: A conceptual model

“…Basic innovations are usually accomplished by individuals, whilst the completion of more complicated innovations often needs teamwork relies upon a diversity of knowledge, ability, and work roles [16,19]. With the belief that individual IWB have positively effects on work outcomes, several researchers have dedicated increasing attention to factors that potentially foster IWB such as KS, organizational climate and IWB [37], KS and IWB [28], KS determinants, behaviors, and IWB [2], and organizational climate for innovation and organizational performance and IWB [34]. However, the relationship between KSB and IWB is still largely unexamined, especially in nonWestern countries [34] in higher education institutions.…”

“…Furthermore, several authors examined the relationship between KSB and IWB [2,28,37], while some others investigate the relationship between KS and TMS [7,18]. However, academics and practitioners have not endeavored to advance an integrated model which helps to explore joint effects of KSB, TSM and IWB.…”

“…It contributes to the literature of KS by investigating and answering the two main research questions as follows: (1) How does the KSB impact individuals' IWB in organisations? (2) What are the joint effects of TMS and KSB on innovative work behaviour in organisations?…”