Organizational culture and knowledge sharing: design of incentives and business processes

Zhang, Zuopeng

doi:10.1108/bpmj-08-2015-0119

Cited by 28 publications

(25 citation statements)

References 48 publications

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“…The organizations should be keen on designing the KS process in a way making it convenient to share knowledge. This was also suggested by Zhang (2018) after modeling incentives and information technology as the facilitator of knowledge management processes. So, the contradicting results about the effect of extrinsic motivations might have to do with inappropriate framing of the KS dilemma.…”

Section: Literature Reviewmentioning

confidence: 88%

Knowledge Sharing Framework: a Game-Theoretic Approach

Al-Gharaibeh

Ali

2021

J Knowl Econ

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Uncertainty in business environments is promoting learning as an organizational value. Organizations need to implement knowledge management (KM) processes as well as organizational mechanisms transforming collective knowledge into a learning organizational capability. Literature identifies knowledge sharing (KS) as a fundamental KM process. Moreover, KM was found to be a prerequisite to a learning organization. Unfortunately, organizational initiatives promoting KS are challenged with the hoarding wisdom, "knowledge is power." Literature has researched intrinsic and extrinsic motivations affecting KS intention. The rational action theory (RAT) explains the embedded utility function merging these motivations. Despite many studies, the dynamics of KS behavior needs further examination. This paper is an attempt to frame the KS behavior using game theory and RAT. We represent individuals' perceived utility in two functions: knowledge and trustworthiness. This limits the perceived utility to personal enjoyment and reciprocity, which could be viewed as establishing a baseline KS behavior. We use the assurance game framework to incubate the two utility functions. Finally, we argue that KS intention is actually a dynamic state within a KS strategy. We identify five KS strategies: cooperation, defection, tit-for-tat, unforgiving, and random. It is the performance of these strategies that needs to be studied. Several scenarios are simulated to observe the progression of knowledge within each strategy. Interestingly, two strategies start with positive KS intention yet end up converging with those who started with negative KS intention. On the long run, only cooperatives seem to be contributing to collective knowledge. Empirical data from a teaching hospital is collected and analyzed for comparison.

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Section: Literature Reviewmentioning

confidence: 88%

Knowledge Sharing Framework: a Game-Theoretic Approach

Al-Gharaibeh

Ali

2021

J Knowl Econ

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“…Knowledge diffusion aims to convey the right knowledge content, set in the right context (Gou et al, 2019) while being influenced by many factors. The process depends on e.g., the learning and absorption abilities of the knowledge agent, the strength of the relationship between the sender and the recipient of knowledge, the level of social and technological infrastructure of the knowledge environment, the attitudes of management, the incentive system, and the culture based on cooperation and participation (Tsai, 2018;Zhang, 2018;Heo et al, 2019).…”

Section: Determinants Of the Diffusion Of Specialist Knowledgementioning

confidence: 99%

“…Knowledge assets play an important role in the growth, survival, and better performance in knowledge-based economy (Yasir and Majid, 2017), therefore economies and organizations largely depend on the value of the knowledge management systems. Hence, the efforts that are particularly focused on the flow of knowledge and the related iterative and interactive processes of its creation, storage, transfer, and application were made (Zhang, 2018). Consequently, the role of the knowledge diffusion process increased (Lee and Lim, 2015;Secundo et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

Trust in the Diffusion of Professional Knowledge

Pietruszka-Ortyl¹,

Ćwiek²

2021

ERSJ

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Purpose:The main objective of the study is to indicate the role of trust in the processes of knowledge diffusion of IT professionals. This includes the identification of individual types and components of trust impacting the knowledge exchange between intellectual workers, as seen from the perspective of knowledge agent groups involved in its circulation, and in subprocesses constituting the transfer of knowledge, as well as in generation of specialists. Design/Methodology/Approach: The procedure for obtaining empirical data consisted of three stages: the direct semi-structured individual interview, focus group online interviews (FIGO), computer assisted telephone interview (CATI) and computer-assisted web interview (CAWI). The hypotheses were tested with a test of significance for Spearman's rank-order correlation coefficient and the Wilcoxon-Mann-Whitney test. Findings: Trust is a factor in knowledge diffusion among intellectual workers and its importance depends on the groups of knowledge agents participating in it. Trust is most important in the exchange of knowledge among professionals, then in the circulation of knowledge between specialists and co-operators, and the least importantin the dispersion of knowledge between knowledge workers and the organization's personnel. Regardless of the group participating in the circulation of knowledge, the foundation of trust is competence-based trust, supported by benevolence-based trust. Practical Implications: The presented considerations provide specific indications as to which components of trust to develop due to the sub process of knowledge diffusion, and knowledge agents involved in the circulation. Originality/Value: This study's main contribution is filling the existing research gap regarding the impact of trust on the flow of intellectual workers' knowledge. The work has theoretical and practical contribution to research on the diffusion of professional knowledge. It organizes the theory and formulates practical guidelines for the formation of trust as a factor of knowledge dispersion.

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“…While Al-Abdullat & Dababneh (2018) conclude that organization successes on applying job satisfaction depending on the combination of clan and adhocracy types of organizational culture and knowledge management through maintaining knowledge sharing environment and empowerment employee's innovative solutions. The four processes of knowledge management framework including sharing (S ), learning (L), evaluation (E), and production (P ) with the combination of well organization culture fit can achieve maximal payoff of employee performance (Zhang, 2018). The organization that building their strategy on adopting correlation between ICT and innovation and creativity has a major influence on employee's performance.…”

Section: Organization Culture and Employee Performancementioning

confidence: 99%

The Determinants of Employee’s Performance: A Literature Review

Tuffaha

2020

JEMS

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This piece of research highlights a contextual understanding of employee performance’s concept by identifying factors affecting employee performance in the organization. This achieved through analyzing literature in ISI (Web of Knowledge) from 2015 until 2019, after that determine factors influencing employee performance. The definition of employee performance is given, furthermore, the description of each factor which has an influence on employee performance. The result indicates that knowledge management, information and communication technology, employee’s empowerment, innovation and creativity and organization culture have a significant impact on employee performance. On the other hand, the correlation between these factors has a vital role in maintaining employee’s performance and attitude.

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Organizational culture and knowledge sharing: design of incentives and business processes

Cited by 28 publications

References 48 publications

Knowledge Sharing Framework: a Game-Theoretic Approach

Knowledge Sharing Framework: a Game-Theoretic Approach

Trust in the Diffusion of Professional Knowledge

The Determinants of Employee’s Performance: A Literature Review

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