Self-Efficacy as a Determined Factor for Knowledge Sharing Awareness

Shaari, Roziana; Rahman, Siti Aisyah Abdul; Rajab, Azizah

doi:10.7763/ijtef.2014.v5.337

Cited by 22 publications

(23 citation statements)

References 36 publications

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“…This shows that self-efficacy has a significant positive effect on knowledge sharing. A number of findings in previous studies explain that knowledge sharing is influenced by self-efficacy, such as by Shaari, Rahman and Rajab (2014);and Alhady, Idris, Sawal and Azmi (2011). 4.…”

Section: Resultsmentioning

confidence: 99%

“…Self-efficacy is one's confidence in his ability to provide knowledge that is valuable to others, as stated by Shaari, Rahman and Rajab (2014), and Momeni, Ebrahimpour and Ajirloo (2014). In several studies, self-efficacy is the self-evaluation and confidence on personal skills and capabilities to respond to questions posted by other members, and to provide knowledge that is valuable and useful to others.…”

Section: Self-efficacymentioning

confidence: 99%

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The Roles of Knowledge Sharing in Mediating the Effect of Self-Efficacy and Self-Leadership Toward Innovative Behavior

Widyani¹,

Sarmawa²,

Dewi³

2017

jmk

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This research is to investigate the correlation between self-efficacy, self-leadership, and knowledge sharing as observed in the innovative behavior of Endek weaving small enterprise in Bali. Innovation is an interesting issue in SMEs, due to its sustainability efforts of the business. Endek weaving is one unique product that has social and economic value. The unit of analysis is Endek weaving small enterprise in Klungkung, a regency located in the east area of Bali, as it is the center production of Endek weaving in Bali area. The number of respondents is 96 employees of Endek weaving companies in Klungkung Regency. Data analysis method in this research is using the quantitative approach with the tool of Structure Equation Model Partial Least Square (SEM PLS). The results show that self-efficacy and self-leadership have significant influences to knowledge sharing. Self-efficacy has an insignificant influence on innovative behavior, while self-leadership has a significant influence on innovative behavior. Knowledge sharing has a significant influence on innovative behavior. An important finding of this research is knowledge sharing as a mediator of self-efficacy to innovative behavior.

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Section: Resultsmentioning

confidence: 99%

Section: Self-efficacymentioning

confidence: 99%

The Roles of Knowledge Sharing in Mediating the Effect of Self-Efficacy and Self-Leadership Toward Innovative Behavior

Widyani¹,

Sarmawa²,

Dewi³

2017

jmk

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“…KS facilitates the spread of knowledge as organizational collective knowledge, and helps the firm use available resources in an efficient and effective manner (Argote & Ingram, 2000). It covers knowledge identification, and access to be transferred and applied to solve problems, so that the organizational tasks can be done effectively and less costly (Shaari et al, 2014). KS helps to the proper utilization of existing knowledge and is also to create new knowledge (Nonaka, 1994).…”

Section: Benefit Of Ks In Organizationsmentioning

confidence: 99%

Knowledge Sharing among Employees in Organizations

Mohajan

2019

JEDEP

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Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21 st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has been taken to discuss techniques, barriers and benefits of knowledge sharing in organizations.Barriers are the hinder of flow of knowledge among employees in organizations. KS practices have not accomplished properly in many organizations due to possible KS barriers. Lack of trust is a significant barrier for KS in organizations. The influence of the organizational culture, lack of proper leadership, and lack of appropriate rewards in the organization are barriers of KS (Zawawi et al., 2011). Lack of communication, inequalities in status, lack of leadership and managerial direction, deficiency of sharing resources in organization, lack of formal and informal mechanisms and spaces to improve sharing activities, missing of sharing initiatives into the organization, deficiency of sharing resources, lack of proper space of KS, unwilling of sharing knowledge of highly skilled and experienced staff, and lack or an exiguity of network connections are barriers to organizational KS (Riege, 2005).Shortage of skilled personnel, finance, and information and communication technology are also barriers to KS in organizations. Most cases employees in organizations are reluctant to share knowledge among themselves because of lack of time and effort to KS, lack of motivation and credibility, fear of one's KS may lessen job security, poor evaluations by the receiving unit, differences in education levels, and lack of social network (Chiu et al.

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“…Penelitian (Olowodunoye, 2015) menggunakan menemukan bahwa self efficacy secara signifikan sebagai predictor knowledge sharing. Hasil penelitian empiris lainnya yang menunjukkan bahwa efikasi diri berpengaruh terhadap berbagi pengetahuan dilakukan oleh Shaari, Rahman, & Rajab (2014), Mallasi & Ainin (2015), Li (2013), dan Shahzadi, Hameed, & Kashif (2015). Oleh karena itu, hipotesis keempat yang penulis ajukan, adalah terdapat pengaruh efikasi diri terhadap berbagi pengetahuan karyawan di Kantor Cabang Utama PT Bank Panin Tbk Kota Pontianak.…”

Section: Pengaruh Efikasi Diri Terhadap Berbagi Pengetahuanunclassified

Pengaruh Kepercayaan, Efikasi diri, dan Komitmen Organisasional terhadap Berbagi Pengetahuan Karyawan di Kantor Cabang Utama PT Bank Panin Tbk Kota Pontianak

Verianto

2019

JEBIK

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This research aims at examining and analyzing the influence of trust, self-efficacy, and organizational commitment on employees' knowledge sharing at The Main Office of PT Bank Panin Tbk Kota Pontianak. Research method applied is causal approach survey in form of quantitative causal decription. Census technic is used to collect the primary data. A Total of 70 questionnaires were distributed among the employees. Collectively, 51 usable questionnaires were returned. Secondary data was elicited from interviewing Main Branch Office Manager and website of PT Bank Panin Tbk. Analytical technique used is path analysis. The result of the research shows that trust influences organizational commitment but does not influence employees' knowledge sharing. Self-efficacy influences organizational commitment and employees' knowledge sharing. Organizational commitment does not influence employees' knowledge sharing.JEL : Z130, I250, L220,

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Self-Efficacy as a Determined Factor for Knowledge Sharing Awareness

Cited by 22 publications

References 36 publications

The Roles of Knowledge Sharing in Mediating the Effect of Self-Efficacy and Self-Leadership Toward Innovative Behavior

The Roles of Knowledge Sharing in Mediating the Effect of Self-Efficacy and Self-Leadership Toward Innovative Behavior

Knowledge Sharing among Employees in Organizations

Pengaruh Kepercayaan, Efikasi diri, dan Komitmen Organisasional terhadap Berbagi Pengetahuan Karyawan di Kantor Cabang Utama PT Bank Panin Tbk Kota Pontianak

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