Knowledge sharing in technology-intensive manufacturing organizations

Alshamsi, Omran; Ajmal, Mian M.

doi:10.1108/bpmj-07-2017-0194

Cited by 12 publications

(8 citation statements)

References 95 publications

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“…Knowledge sharing is an activity that requires appropriate mechanisms and media to make it run efficiently and effectively. One well-known mechanism is the "SECI Process of Knowledge Spiral" [26,28]. SECI process is an acronym for Socialization, Externalization, Combination, Internalization.…”

Section: B Knowledge Sharing Behaviourmentioning

confidence: 99%

Impact of Organizational Culture on Knowledge Sharing Behavior

Sawan¹,

Suryadi²,

Nurhattati³

2021

Proceedings of the 4th International Conference on Research of Educational Administration and Management (ICREAM 2020)

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Knowledge is one of the important sources in an organization. Therefore, knowledge management is needed so that knowledge can be utilized effectively and efficiently. One dimension of knowledge management is knowledge sharing behaviour. This is influenced by many factors. One of them is organizational culture. Unfortunately, the literature that comprehensively reviews the influence of organizational culture on knowledge sharing behaviour has not been widely found. This study aims to fill that gap. This research was conducted using a meta-synthesis method with a meta-aggregation approach. The literature reviewed was limited to Scopus indexed articles written in English and published in 2011-2020. The literature reviewed is only articles containing quantitative research results. The articles are searched using search engines. The results of the study show that organizational culture affects knowledge sharing both directly and through 8 mediating variables, namely formal knowledge governance mechanisms, job autonomy, job satisfaction, knowledge-sharing opportunity, organizational commitment, sense of well-being, subjective norms, and trust. The direction (positive or negative) and the level of significance of the influence of organizational culture on knowledge sharing depend on the type of organizational culture. The development of knowledge sharing behaviour can be done by creating a culture conducive to sharing knowledge or by strengthening the influence of organizational culture through mediating variables. The results of this study enrich the theory of organizational culture and knowledge management and assist policymakers in providing interventions to develop knowledge sharing behaviour.

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Section: B Knowledge Sharing Behaviourmentioning

confidence: 99%

Impact of Organizational Culture on Knowledge Sharing Behavior

Sawan¹,

Suryadi²,

Nurhattati³

2021

Proceedings of the 4th International Conference on Research of Educational Administration and Management (ICREAM 2020)

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“…Knowledge sharing (KS) is crucial for organizations in achieving success. Having KS culture within organizations would have tremendous effect on their performance, as it stimulates the ability of the employees’ in addressing issues and problems within (Alshamsi and Ajmal, 2018). As with other organizations, higher learning institution (HLI) should be if not the best place for KS to be realized.…”

Section: Introductionmentioning

confidence: 99%

Knowledge sharing

Fauzi

Nya-Ling

Thursamy

et al. 2019

VJIKMS

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Purpose Academics research productivity is the pinnacle issue of higher learning institution (HLI) quest for providing the best service for the community and a country’s as a whole. Being productive in their area of expertise will determine how far HLI can challenge for the best education in the world. In lieu of this, knowledge sharing (KS) behavior determinants are assessed to determine what factors that can contribute to academic’s research productivity. Design/methodology/approach A quota sampling method was applied in selecting academics from public and private universities in Malaysia. A partial least square structural equation modelling (PLS-SEM) was used for analysis. Findings The results show that academics productivity explained variance is 22.6 per cent. This suggests that academics KS behavior has substantial impact on research productivity. As for determinants of academic’s attitude, academics commitment, trust and social network constituted an explained variance of 36.4 per cent. Management support has an explained variance of 38.7 per cent towards subjective norm, while facilitating condition and social media has an explained variance of 26.5 per cent towards perceived behavioral control (PBC). Academics KS intention and KS behavior explained variance were 62.1 and 47.1 per cent, respectively. Research limitations/implications All the hypotheses result in significant relationship except for H1, commitment toward attitude. The impact of this study will be discussed in term of its theoretical and managerial perspectives. Originality/value The KS behavior in a multiracial and multinational country in Malaysia can be a benchmark for Asian countries in general.

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“…Even though there is no previous support from the extant streams of literature on similar indirect relationships, there is availability of research findings that partially support relationships among them. Alshamsi and Ajmal (2018a, 2018b) focus on knowledge sharing in UAE. The results show that among several factors supportive leadership, organizational culture and climate are major contributors in supporting knowledge sharing among employees and therefore can have an impact on their ability to deal with new skills and innovative approaches.…”

Section: Discussionmentioning

confidence: 99%

Linking universal network quality perception and change readiness

Hatjidis

Griffin

Younes

2019

IJOA

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Purpose This paper aims to examine empirically, within the context of the public sector, in what way the overall quality perception of an individual’s network relationships at work affect the psychological condition known as change readiness. Moreover, the research examines whether tacit knowledge and organizational climate can have indirect effects on the relationship between universal network quality perception and change readiness. Design/methodology/approach The data were collected through a self-reported survey from 105 individuals employed on a full-time basis by the government sector in Abu Dhabi, UAE. Using regression and mediation analysis, three hypotheses are tested relating to the direct effect of universal network quality perception and change readiness, accompanied by the indirect effects of tacit knowledge and organizational climate on the preceding relationship. Findings The results emanated from statistical analysis show that universal network quality perception has a positive association with change readiness, and tacit knowledge and organizational climate mediate significantly the relationship between the universal network quality perception and change readiness. Research limitations/implications Considering the nature of the study, conclusions with regard to causality might not be that strong as the findings relevant to the dependent variable represented by change readiness are not based on longitudinal research and the sample comprises only local people with similar cultural background. Therefore, study conclusions may not be suitable for generalization. Practical implications The mediating effects highlight the consideration of tacit knowledge and organizational climate as influential organizational mechanisms within the framework of a proactive change management practice due to their positive impact on the psychological uncertainty and lack of job content competencies that a change initiative might cause to employees and their behavioral reactions. Originality/value The paper reveals the role of universal network quality perception as a conduit of positive social influence on change readiness. This role becomes significantly elastic when tacit knowledge and organizational climate become notable links of relationship quality because of their ability to trigger favorable psychosocial behavioral patterns toward organizational change. Furthermore, this study expands the literature on organizational change readiness factors in the UAE, for which few studies currently exist.

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Knowledge sharing in technology-intensive manufacturing organizations

Cited by 12 publications

References 95 publications

Impact of Organizational Culture on Knowledge Sharing Behavior

Impact of Organizational Culture on Knowledge Sharing Behavior

Knowledge sharing

Linking universal network quality perception and change readiness

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