Knowledge sharing in organizations: Roles of beliefs, training, and perceived organizational support

Abstract

The main objective of this study was to test the effects of two types of beliefs about knowledge sharing, i.e., individual and collective, on the intention and behavior of knowledge sharing. In addition, this study considered the moderating roles of organizational support and training among variables. Data were obtained from 1056 participants (55.7% women and 44.3% men), all of whom were knowledge workers. A model was constructed for the relationships between the variables. The results showed that collective beliefs about knowledge sharing were good predictors of knowledge sharing intention and behavior. By contrast, individual beliefs about knowledge sharing were not good predictors of knowledge sharing intention and behavior. The results also indicated moderating roles for training and organizational support. Finally, the knowledge sharing intention predicted knowledge sharing behavior. The results of this study improve our understanding of the human factors involved with knowledge sharing.

Preparing for Industry 5.0: a methodology for avoiding corporate amnesia

“…, 2019), organizational culture (Kumari and Saharan, 2021; Ni et al. , 2018), organizational structure (Castaneda and Duran, 2018) and technology (Egloffstein and Ifenthaler, 2017; Kaminska and Borzillo, 2018). However, while these studies have treated human and structural factors as independent, scholars from the fields of knowledge management (Lunz, 2017; Molino et al.…”

“…Thus, some scholars have turned their attention to human capital and highlighted the influence of commitment (Curtis and Taylor, 2018;Lim et al, 2022), rewards (Wang et al, 2021), work satisfaction (Akosile and Olatokun, 2020) and job design (Baran and Klos, 2014) on knowledge sharing strategies such as mentoring, mixed-aged teams and online communities of practice. Other researchers have argued that employees' ability to disseminate and receive knowledge is strongly influenced by company's size (Coetzer et al, 2017;Csillag et al, 2019), organizational culture (Kumari and Saharan, 2021;Ni et al, 2018), organizational structure (Castaneda and Duran, 2018) and technology (Egloffstein and Ifenthaler, 2017;Kaminska and Borzillo, 2018). However, while these studies have treated human and structural factors as independent, scholars from the fields of knowledge management (Lunz, 2017;Molino et al, 2020) and human resource management (Agyare et al, 2019;Dasgupta and Gupta, 2019;Sirca et al, 2013;Tansel and Gazioglu, 2014) claim that they are interdependent.…”

Pengaruh Berbagi Pengetahuan, Pertukaran Pemimpin-Anggota, Kepemimpinan Transformasional Terhadap Kinerja Dosen Dengan Komitmen Organisasi Sebagai Variabel Intervening (Studi Kasus Pada Dosen Akademi Teknik Pika Semarang)

“…Menurut Laura (2019), Mardlillah (2017) berbagi pengetahuan berpengaruh positif dan signifikan terhadap kinerja karyawan, sebagaimana juga hasil penelitian Obeidat et al, (2016) dan Castaneda & Durán, (2018). Hasil yang berbeda dinyatakan oleh Saragih, (2017) bahwa perilaku berbagi pengetahuan tidak berpengaruh terhadap kinerja.…”

Motivational factors promoting knowledge sharing in the non-profit sector in Thailand

“…Dyer and Nobeoka (2000) defined that KS as activities for supporting the communities of people working together, promoting their knowledge exchange, upgrading organizational learning capacity, and increasing the employee's ability to gain both individual and organizational goals. Castaneda and Durán (2018) further admitted that KS is an action, which performed by people. Thus, people may share their expertise, knowledge, and insights for creating innovation in organizations.…”