Organizational dynamics: exploring the factors affecting knowledge sharing behavior

Obermayer-Kovács, Nóra; Tóth, Viktória

doi:10.1108/k-04-2019-0300

Cited by 13 publications

(16 citation statements)

References 32 publications

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“…Although we could not find any direct effects of these two factors, both strengthen the impact effect of employees' perceived support on motivation . Indeed, as Ipe (2003) had already claimed, knowledge sharing is a complex process of interrelated factors that, together, create an optimal environment for knowledge sharing within an organization (Obermayer and Toth, 2019). We postulate that disregarding the role of sociopsychological processes in the strengthening of intraorganizational knowledge-sharing behaviors would reduce the positive impact of supportive measures undertaken by the organization to promote knowledge sharing.…”

Section: Discussionmentioning

confidence: 99%

Exploring motivation to engage in intraorganizational knowledge sharing: a mixed-methods approach

Zenk

Hynek

Edelmann

et al. 2021

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PurposeIntraorganizational knowledge and information sharing are important steps toward more-accessible organizational knowledge. The aim of this study is to qualitatively explore factors that contribute to employees' motivations for sustaining intraorganizational knowledge-sharing behaviors and to examine the impact of these factors in a quantitative study with the Austrian Federal Ministry of Defense. This ministry faces a retirement wave in the next 5–10 years. Intraorganizational knowledge sharing before, during, and following this wave will play a decisive role for the organization in the near future.Design/methodology/approachAn exploratory sequential mixed-methods study was conducted. The study design involved a qualitative study phase with expert interviews and stakeholder workshops (n = 9) and a quantitative study phase based on a cross-sectional online survey with an implicit association test on intraorganizational knowledge sharing (n = 59).FindingsIn the qualitative study phase, three main research topics regarding intraorganizational knowledge sharing were identified: employee attitude, organizational support, and specific relational aspects of knowledge transfer, such as reciprocal relationships among employees and opportunities for knowledge exchange. A hierarchical multiple regression analysis revealed that perceived organizational support was the only factor that was a significant predictor of motivation for engaging in knowledge sharing. We also analyzed the data for moderation effects and demonstrated that sociopsychological factors (e.g., the engagement or openness of colleagues to share their knowledge) further strengthened the positive relationship between employees' perceived support and personal willingness to share knowledge.Practical implicationsWe conclude that an organizational culture that supports knowledge sharing within the organization is highly relevant for motivating employees to share their knowledge. Practitioners will also benefit from the insights of the various dimensions of employees' willingness to engage in knowledge-sharing behaviors to better design further interventions in organizations.Originality/valueIn accordance with an exploratory sequential mixed-methods approach, we followed a transdisciplinary process in which scientific and practical experiences and knowledge were integrated. For this purpose, interviews and workshops with experts and stakeholders in the organization were conducted. The qualitative findings were incorporated into a quantitative survey and an implicit association test for the employees of the organization. This approach demonstrates a different and more holistic approach to analyzing a real-world problem in the context of a governmental agency in order to investigate the multidimensional and complex topic of intraorganizational knowledge sharing.

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Section: Discussionmentioning

confidence: 99%

Exploring motivation to engage in intraorganizational knowledge sharing: a mixed-methods approach

Zenk

Hynek

Edelmann

et al. 2021

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“…The corporate university is a knowledge sharing platform that realizes the interactive transformation, knowledge exchange, sharing and utilization of tacit knowledge and explicit knowledge inside and outside the enterprise (Baporikar, 2015). The essence of knowledge sharing is mutual communication and exchange (Nonaka et al , 2000; Yang et al , 2019; Obermayer and Toth, 2019). Corporate universities create an atmosphere of integrity and openness, especially in the teamwork and continuous learning of the project to enable trainees to cooperate and help each other (Guerci et al , 2010; Abel and Li, 2012).…”

Section: The Exploratory Findings Of Knowledge Enhancement From Cru A...mentioning

confidence: 99%

Influencing factors of knowledge enhancement of corporate universities in China

Chen

2021

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PurposeCorporate universities are regarded as the knowledge management institution of enterprises, but how to improve knowledge enhancement function has not been investigated. Constructed upon the knowledge-based view, the purpose of this study is to investigate the influencing factors of knowledge enhancement of corporate universities.Design/methodology/approachThis paper takes 34 Chinese corporate universities as samples. The influencing factors and interrelationships are checked through exploratory case study and multi-case analysis. A “stimulate-action” model of influencing factors is built up based on the multi-case analysis. The fuzzy set qualitative comparative analysis is used to examine configurational paths for knowledge enhancement.FindingsThe research finding shows that only a single element of knowledge management does not constitute a necessary condition for knowledge enhancement of corporate university and explored the concurrent synergy effect and linkage matching mode of multiple conditions of knowledge management. Most of the knowledge-enhanced corporate universities are of strengthening the knowledge process, which shows that sorting out the knowledge process is the core of the corporate university.Originality/valueUnlike the existing research, the external teachers and combing of external knowledge processes are the key factors; this paper proposed that the internal teachers and sorting out the knowledge process within the enterprise play a central role in the knowledge enhancement of corporate universities. The path of high-knowledge enhancement and without high-knowledge enhancement is asymmetry. This paper refined and extended the application of the knowledge management framework in explaining multiple conjunctural causations and improves the relevant theories of organizational knowledge management in the Chinese context.

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“…Studies have shown the role of intrinsic motivational factors in explaining individual behavior in several domains (Deci and Ryan, 1985), and Lin (2007a) This study proposes knowledge self-efficacy, and enjoyment in helping others, as intrinsic factors that motivate toward knowledge sharing in HEIs. According to social cognitive theory, knowledge self-produced factors influence an individual's attitude and behavior (Bock and Kim, 2001), whereas enjoyment in helping others derives from the concept of altruism (Lin, 2007a;Obermayer and Toth, 2019). For this reason, the following hypothesis is presented:…”

Section: Intrinsic Motivationmentioning

confidence: 99%

“…The extrinsic motivation contrasts with the intrinsic motivation, as its fundamental goal is to receive organizational rewards or reciprocal benefits (Lin, 2007a;Obermayer and Toth, 2019). As suggested by Deci and Ryan (1985, p. 35), extrinsic motivation "refers to behaviour where the reason for doing it is something other than an interest in the activity itself."…”

Section: Extrinsic Motivationmentioning

confidence: 99%

“…Although, extrinsic motivation is considered as a pale and impoverished form of motivation (Ryan and Deci, 2000), many extrinsically motivated attitudes and behaviors, are important in the social world (Deci and Ryan, 1985). Organizational rewards are incentive systems which can motivate individuals to share their knowledge (Nonaka et al, 2000;Yang and Chen, 2007;Obermayer and Toth, 2019). However, monetary compensation is not the only incentive for extrinsically motivating an individual behavior or attitude, being enhanced reputation, learning opportunities and career advancement are also relevant issues (Yang and Chen, 2007).…”

Section: Extrinsic Motivationmentioning

confidence: 99%

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Individual factors affecting attitude toward knowledge sharing: an empirical study on a higher education institution

Chedid

Alvelos

Teixeira

2020

VJIKMS

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Purpose Higher education institutions (HEIs) are currently under pressure, driven by the knowledge society and the internationalization of institutions. Therefore, a positive attitude toward knowledge sharing is required. Considering that the knowledge-sharing attitude is motivated and executed mainly at the individual level, this study aims to examine the relationship between individual factors and the attitude toward knowledge sharing among professors and researchers. Design/methodology/approach Data was obtained from 176 completed questionnaires collected through LimeSurvey system. The analysis is based on quantitative methods where descriptive and inferential statistics were used. This study investigated the individual factors that affect attitude toward knowledge sharing among professors and researchers of a HEI. Findings The results identified that intrinsic motivation was the factor that most positively affects knowledge-sharing attitude. Given that intrinsic motivation is an activity moved by self-determination, and is free of external pressures or rewards, the finding may be related to the inviolable values, such as freedom and autonomy, existing in this context. Consistent with the concept of extrinsic motivation as a controlled motivation, this factor was not identified as affecting attitude toward knowledge sharing. Networking was the other factor that positively affects attitude on this institution. Originality/value In practice, this work can help the institution in defining strategies and developing future actions to promote a knowledge-sharing culture supported through an empirical study. In a theoretical perspective, this study contributes to the knowledge increase in the area, as little is known about the attitudes regarding knowledge sharing in HEIs.

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Organizational dynamics: exploring the factors affecting knowledge sharing behavior

Cited by 13 publications

References 32 publications

Exploring motivation to engage in intraorganizational knowledge sharing: a mixed-methods approach

Exploring motivation to engage in intraorganizational knowledge sharing: a mixed-methods approach

Influencing factors of knowledge enhancement of corporate universities in China

Individual factors affecting attitude toward knowledge sharing: an empirical study on a higher education institution

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