Knowledge Sharing Process and Innovation Success: Evidence from Public Organisations in Southern Nigeria

Abstract

Aim/Purpose: This study investigates the relationship between knowledge sharing process and innovation success with specific emphasis on tacit knowledge. Based on the literature review, we hypothesised that knowledge donating and collecting have a positive relationship with innovation success. Methodology: The hypotheses were empirically tested using the partial least square path modelling with data collected from twelve state-owned public organisations operating in Southern Nigeria. Contribution: The research made distinct empirical contributions to the burgeoning literature on knowledge sharing and innovation from the public sector and developing country context. Findings: Knowledge donating and collecting contribute to innovation success positively and significantly. Knowledge donating effect on innovation success was found to be more significantly positive than the effect of knowledge collecting on innovation success. Recommendations for Practitioners: Public organisations should promote a supportive culture to spur innovation through the frequent share of experiences, information and skills among the various knowledge actors. Public managers should convey the importance of knowledge sharing and its value to knowledge users in clear terms and attend to creating conditions or contexts that encourage people to share knowledge freely and willingly with others. It is apt to improve organisational commitment and support for knowledge sharing activities such as mentorship programs, workshops, conferences, seminars and other related training and development programs in order to provide opportunities for employees to develop innovation competencies from the transfer of tacit knowledge developed over time from experience. To optimise innovation outcomes from knowledge sharing practices, knowledge sharing should be in tandem with the industry or global best practices. Future Research: Future studies should add interviews to provide depth in terms of insights and substance to the questionnaire, and may extend to public organisation with different ownership structure.

Knowledge-Oriented Leadership, Psychological Safety, Employee Voice, and Innovation

“…The study found that EV enhances the KOL-innovation relationship. This finding is consistent with the assertions in Ononye and Igwe (2019) and Ononye (2021) that leadership behaviours that facilitate and support KS can influence cognitive processes connected to innovation. In a social exchange relationship, employees' engagement in extra-role behaviour, like EV and innovation, maybe a cognitive response to the behaviours encouraged and supported by KOL.…”

“…The multicollinearity test was performed using the variance inflation factor (VIF) to establish whether the self-reported scale is free of common method bias (Hosseini & Ferreira, 2023). This is critical in ensuring that latent constructs are perfectly correlated and that reliable inferences can be drawn from the measurement model (Ononye & Igwe, 2019). Following the recommendation in Kock (2015) that a model has no problem with common method bias (CMB) if all VIF values are ≤3.3, the resulting values demonstrated that CMB does not pose a challenge in this model.…”

“…Botha and Steyn (2022) state that employee engagement in innovation activities is highly discretionary, which suggests that there are certain contextual factors, like leadership, that support it. KOL exploits knowledge-related opportunities by providing a compelling vision and direction for knowledge management activities (Latif et al, 2021) and motivational resources to institutionalise learning through the creation, sharing, and application of new knowledge (Ononye & Igwe, 2019), all of which are fundamental to the operationalisation of innovation in organisations (Donate et al, 2022). Because KOL tends to be tolerant of interpersonally risky behaviours, they often develop and maintain an enabling environment for constructive communications and supportive relationships.…”

Continuities of Public Service Innovations (PSIs) in Indonesia's Local Governments' Health Services: Whose Initiative Has a Higher Success Rate?

“…Thus, the dimensions of the innovation institutions consist of policy support for innovation cultures, innovation training, recognition, and rewards (Moussa et al, 2018). To sustain innovation, human resources competencies can be improved by sharing knowledge between the public and private sectors (Ponsiglione et al, 2018) through assignment programs, mentorships, workshops, seminars, and training (Ononye & Igwe, 2019). A study in an African context recommended knowledge sharing in the public sector in collaboration with other sectors (Ononye & Igwe, 2019).…”

Kontestasi Jamaah Masjid Al-Amin Babakan Sari Kiaracondong Kota Bandung

“…Untuk mengobservasi objek penelitian, peneliti langsung terjun ke lokasi, termasuk ikut melakukan shalat berjamaah di lokasi penelitian. Sedang wawancara, Peneliti menggunakan wawancara langsung dan via handphone, namun demi menghindari hal-hal yang tidak diinginkan, peneliti hanya mewawancarai pihak Jamaah Tabligh (Heman Ononye & Igwe, 2019). Peneliti tidak mewawancarai pihak Jamaah lain yang non-Tabligh karena dipastikan mereka akan merujuk kepada Surat Keputusan DKM yang tertanggal 8 September 2016 yang lembarannya ditempel di jendela depan Masjid al-Amin.…”