Knowledge sharing

Abstract

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.

Trust and knowledge sharing in a transdisciplinary community of practice: a convergent parallel case study

“…Al contrario, la confianza es un mecanismo interpersonal presente en el desarrollo de las relaciones sociales (Paxton, 2002) que influye decisivamente en la intención de compartir conocimiento entre los individuos (Bock et al, 2005;Usoro, Sharratt, Tsui y Shekhar, 2007;Fang y Chiu, 2010;. La literatura previa identifica claramente la disposición de las personas de compartir conocimiento con aquellos individuos en los que confían (Fauzi, Nya-Ling, Thursamy, R. y Ojo, 2019).…”

Knowledge donating and hiding as an organizational basis for intersectoral collaboration: a review of the literature

“…The purpose of this article is to explore how knowledge donating and hiding has been studied in the academic literature, to shed light on collaborative knowledge-sharing behavior within and between organizations (De Vries et al, 2019;Fauzi et al, 2019).…”

“…As noted above, knowledge transfer begins with an implicit and explicit desire to share it, and with the environment or context in which the action of sharing or hiding knowledge occurs, along with the resultant impact on the recipient (Van Den Hooff & De Ridder, 2004;Fauzi et al, 2019).…”

“…Few of the studies reviewed examine the influence of intrinsic motivation, despite its effects on individual knowledge-sharing in the workplace, and, in turn, on individual prosocial motivation or collaboration (Bolino & Grant, 2016;Fauzi et al, 2019).…”

“…Once a strategy has been defined for donating or hiding knowledge, it may or may not be reinforced based on existing organizational conditions (Gagne et al, 2019) or on intersectoral collaboration (De Vries, Eiling, Brenman & Vermeulen, 2019). This gives rise to key actions, with consequent impacts on the knowledge recipient (Fauzi, Nya-Ling, Thursamy & Ojo, 2019).…”