Knowledge sharing: the role of psychological variables in leaders and collaborators

Z, Delio Ignacio Castañeda

doi:10.1016/j.sumpsi.2015.05.008

Cited by 23 publications

(11 citation statements)

References 34 publications

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“…Past research shows that subjective norm has an impact on behavioral intentions toward system use (Karahanna et al, 1999) and indirectly affects the use in virtual learning communities (Van Raaij and Schepers, 2008). In a study of 1027 organizational leaders and collaborators, the relationship between knowledge sharing and subjective norm was found, suggesting that an employee's attitude is shaped by the demand to share knowledge coming from the people of significance in the workplace (Castañeda and Ignacio, 2015). The study conducted by Bock et al (2005) indicated that organizational environment, external motivators, and psychosocial factors influence team members' knowledge-sharing patterns and willingness by shaping normative beliefs and opinions (Bock et al, 2005).…”

Section: Subjective Normmentioning

confidence: 99%

The Enjoyment of Knowledge Sharing: Impact of Altruism on Tacit Knowledge-Sharing Behavior

Obrenovic

Tsoy

et al. 2020

Front. Psychol.

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Section: Subjective Normmentioning

confidence: 99%

The Enjoyment of Knowledge Sharing: Impact of Altruism on Tacit Knowledge-Sharing Behavior

Obrenovic

Tsoy

et al. 2020

Front. Psychol.

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“…Cabrera et al [44] found a correlation between self-efficacy and knowledge sharing. There is also a positive relationship between the perceived value of knowledge and knowledge sharing [45]. At the same time, Xue et al [46] showed that the team environment and the support of senior management influence employee attitude to sharing knowledge.…”

Section: Knowledge Sharingmentioning

confidence: 98%

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

Castañeda

Ramírez

2021

Sustainability

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The current research studied the relationship between cultural values and tacit and explicit knowledge sharing behavior in the context of sustainable organizations. The sample consisted of 751 workers from Colombian organizations. It was found that sharing explicit and tacit knowledge correlated with the cultural dimensions of uncertainty avoidance, individualism–collectivism, and paternalism. On the other side, sharing tacit and explicit knowledge did not correlate with the cultural dimensions of power distance and masculinity–femininity. For organizational managers interested in knowledge sharing, a lesson is to facilitate environments of low uncertainty, care about the needs of workers, and have high collective values such as respect and interest in what others do. These values are essential for the promotion of knowledge sharing, which in turn contributes to sustainable organizations. From the theoretical point of view, the study opens a new line of research that integrates cultural studies and knowledge management to investigate the differential impact of cultural values on tacit and explicit knowledge sharing in organizational contexts.

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“…The extant research supports the strong relationship among knowledge conversion, knowledge sharing, and organizational innovation (Castaneda & Cuellar, 2020; Cavusgil et al, 2003). When knowledge conversion results in the transference of experience of knowledge through various communication channels between employees, it helps TMTs to chalk out strategies to bring organizational innovation; in this process, psychological variables play a significant role (Castaneda, 2015). Sometimes the knowledge transferred between collaborating firms enhances innovation (Sammarra & Biggiero, 2008).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

The effect of knowledge conversion on innovation and performance: A multi‐layered moderated‐mediation model

Travis¹,

Aruldoss²,

Kowalski

et al. 2023

Knowl Process Manag

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This research aims to investigate how knowledge sharing and innovation are linked to affect performance. A multi‐layered moderated‐mediation model is developed to explore the effect of interactions between four types of innovations (product, process, marketing, and organizational) on the relationship between knowledge conversion and performance. After checking the measurement properties of the survey instrument using the LISREL package of structural equation modeling (SEM), data collected from 312 employees from the southern part of India were analyzed using Hayes's PROCESS macros. The results indicate that (i) knowledge conversion is positively associated with (a) performance and (b) organizational innovation; (ii) organizational innovation is positively associated with performance; and (iii) organizational structure mediates the relationship between knowledge conversion and performance. The findings also indicate that process innovation (second moderator) positively moderates the relationship between knowledge conversion and product innovation (first moderator) in influencing organizational innovation. The study also found that marketing innovation moderates the relationship between organizational innovation and performance. Thus, the study underscores the importance of knowledge conversion and all four types of innovation in enhancing performance. The managerial implications are discussed.

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Knowledge sharing: the role of psychological variables in leaders and collaborators

Cited by 23 publications

References 34 publications

The Enjoyment of Knowledge Sharing: Impact of Altruism on Tacit Knowledge-Sharing Behavior

The Enjoyment of Knowledge Sharing: Impact of Altruism on Tacit Knowledge-Sharing Behavior

Cultural Values and Knowledge Sharing in the Context of Sustainable Organizations

The effect of knowledge conversion on innovation and performance: A multi‐layered moderated‐mediation model

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