Knowledge sharing in knowledge workers: The roles of social exchange theory and the theory of planned behavior

Wang, Hsing‐Kuo; Yen, Yu‐Fang; Tseng, Jung‐Feng

doi:10.1080/14479338.2015.1129283

Cited by 31 publications

(34 citation statements)

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“…From this perspective, knowledge sharing is an efficient way to implement innovation in construction, and it is obvious that the capability of individuals to exploit and absorb knowledge may determine the level of innovation [44]. According to social exchange theory, knowledge sharing can be viewed as a social exchange behaviour [58], involving collaborative knowledge exchange between diverse individuals in order to solve new problems, improve decision-making processes and achieve innovation [59,60]. Overall, it is significant that employees, to facilitate their innovative activities, may be willing to share knowledge externally as well as internally within an organization [45].…”

Section: Knowledge Sharing and Innovative Behaviourmentioning

confidence: 99%

Understanding the Double-Level Influence of Guanxi on Construction Innovation in China: The Mediating Role of Interpersonal Knowledge Sharing and the Cross-Level Moderating Role of Inter-Organizational Relationships

et al. 2019

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Guanxi, a Chinese term that defines social networks of power and benefits, can be divided into inter-personal and inter-organizational relationships. Guanxi significantly influences construction innovation in China. Many studies have examined the relationship between guanxi and construction innovation at the project or organizational level. However, few of these studies explain how guanxi might affect an individual’s innovative behaviour from a double-level perspective. This paper builds on social capital theory and social exchange theory to examine guanxi’s role in motivating innovative behaviour in a China-specific construction context. It investigates the main effects of inter-personal relationships on innovative behaviour, the mediating effects of knowledge sharing, and the cross-level moderating effects of inter-organizational relationships. These elements were tested using a survey that received 178 responses from 35 different organizations. The results were analysed using Hierarchical Linear Modelling (HLM) and revealed that inter-personal relationships have positive influences on innovative behaviour, thus highlighting the partial mediating effects of knowledge sharing. In addition, the analyses showed that inter-organizational relationships augment inter-personal relationships and knowledge sharing on innovative behaviour by cross-level interaction. The research findings enhance an understanding of guanxi and innovative behaviour in China-specific construction project settings, as well as verifying the significance of guanxi in stimulating innovative behaviour.

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Section: Knowledge Sharing and Innovative Behaviourmentioning

confidence: 99%

Understanding the Double-Level Influence of Guanxi on Construction Innovation in China: The Mediating Role of Interpersonal Knowledge Sharing and the Cross-Level Moderating Role of Inter-Organizational Relationships

et al. 2019

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“…Many previous studies relating to knowledge sharing adopted the theory of planned behaviour (TPB) (Wang, Yen, andTseng, 2015, 2015;Mansor & Saparudin, 2015;Razak et al, 2016), in which intentions "are assumed to capture the motivational factors that influence a behaviour" (Ajzen, 1991). In this regard, three factors, which influence individual intentions include attitude toward the behaviour, social norms regarding the behaviour and beliefs about one's control over the behaviour.…”

Section: Factors Contributing To Knowledge Sharing Behaviourmentioning

confidence: 99%

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

Islam¹,

Jantan²,

Khan³

et al. 2018

JBRMR

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The study aimed to examine the impact of motivational factors on the knowledge sharing behaviour of managers in the Ready-Made Garments (RMG) industry of Bangladesh. Everyone has knowledge and can be part of knowledge sharing specially in organizations where employees need knowledge from the seniors or other personnel to perform better. However, barriers in the knowledge sharing process are common while some motivators could be effective to overcome those barriers and motivate individuals to share their knowledge with others in the organisations. This study integrates motivational perspectives into the Theory of Planned Behaviour (TPB) to examine the impact of both intrinsic and extrinsic motivators on managers' knowledge sharing behaviour in selected organisational contexts. The study used a quantitative strategy and a crosssectional survey method for data collection from 110 respondents comprising general managers, product managers, shift managers, quality managers and line managers from randomly selected top 30 RMG organizations in Dhaka, Bangladesh. The results showed that among the selected motivational factors, enjoyment in helping others was highly associated with knowledge sharing behaviour of managers in RMG organizations. However, expected organizational rewards, reciprocal benefits and knowledge self-efficacy have a moderate level of impact on managers' knowledge sharing behaviour.

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“…The two widely employed theoretical frameworks in the research on knowledge sharing are self-determination theory (Gagné, 2009) and theory of planned behavior (TPB; Wang et al, 2015;Stenius et al, 2017). Meanwhile, social exchange theory (SET; Blau, 1964) has not received much attention in the knowledge management literature (Wang and Noe, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Meanwhile, social exchange theory (SET; Blau, 1964) has not received much attention in the knowledge management literature (Wang and Noe, 2010). Knowledge sharing intention can be theorized as an outcome of high-quality social exchange relationships at work (Bock et al, 2005;Wang et al, 2015). Scholars (Wang and Noe, 2010;Gagné et al, 2019) have called for more research to examine the direct and indirect role of leadership in promoting a trustworthy social exchange environment to motivate knowledge sharing among employees.…”

Section: Introductionmentioning

confidence: 99%

Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

et al. 2020

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PurposeThis paper examines the influence of leader humility on knowledge sharing intention. Drawing on social exchange theory (SET), we test the direct and indirect mechanisms to explain the influence leader humility has on knowledge sharing intention.Design/Methodology/ApproachA two-wave, time-lagged field study was conducted. We surveyed 252 professional employees from Australia.FindingsResults show a significant direct, positive association between leader humility and knowledge sharing intention. While leader humility had a direct, positive association with affective trust in supervisor and work engagement, it did not directly impact on organizational citizenship behaviors directed toward the individual (OCB-I). There were three SET-related, serial mediators in the relationship between leader humility and knowledge sharing intention. These were affective trust, work engagement, and OCB-I.Research Limitations/ImplicationsFuture studies should collect multi-source data such as peers’ or supervisors’ ratings of the focal respondents’ work engagement, OCB-I, and knowledge sharing behaviors to augment single-source data. Future studies could adopt an affect theory of social exchange to further explore the relationships tested in this study.Originality/ValueThis study contributes to the affect SET and knowledge management literature on how leadership behaviors impact the intention to share knowledge. Our study highlights the preference of the willingness to share knowledge with their co-workers is mediated by affective trust in their immediate supervisors, work engagement, and OCB-I that are equally important as treating their subordinates with humility.

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Knowledge sharing in knowledge workers: The roles of social exchange theory and the theory of planned behavior

Cited by 31 publications

References 50 publications

Understanding the Double-Level Influence of Guanxi on Construction Innovation in China: The Mediating Role of Interpersonal Knowledge Sharing and the Cross-Level Moderating Role of Inter-Organizational Relationships

Understanding the Double-Level Influence of Guanxi on Construction Innovation in China: The Mediating Role of Interpersonal Knowledge Sharing and the Cross-Level Moderating Role of Inter-Organizational Relationships

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

Leader Humility and Knowledge Sharing Intention: A Serial Mediation Model

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