Social Capital and Knowledge Sharing in Knowledge-Based Organizations

Abstract

The study aims to understand the social and organizational factors that influence knowledge sharing. A model of knowledge management and knowledge sharing was developed inspired by the work of Nahapiet and Ghoshal. Data on KM processes and various social capital measures were collected from a sample of 262 members of a tertiary educational institution in Singapore. Rewards and incentives, open-mindedness, and cost-benefit concerns of knowledge hoarding turned out to be the strongest predictors of knowledge sharing rather than prosocial motives or organizational care. Individuals who are highly competent in their work abilities are less likely to share what they know when they perceive that there are few rewards or when sharing is not recognized by the organization. The findings provide evidence for the importance of social capital as a lubricant of knowledge sharing and engaging performance management systems in knowledge-intensive organizations.

Social capital and firm operational performance: The mediating roles of knowledge sharing

“…This can be acknowledged as a superior organisational resource, since it encourages individual interactions, required for collaborative or joint actions (Carrie et al, 1999). Extensive research has examined the connection between SC and KS (Aslam et al, 2013;C.-W. Chang et al, 2012;García-Sánchez et al, 2019;Lefebvre et al, 2016;Wah et al, 2007). It has been suggested that SC is the essential means of achieving knowledge transfer (Chow & Chan, 2008;Van den Hooff & Huysman, 2009).…”

Relationships between Interpersonal Trust and Knowledge Sharing in Workplace: The Mediational Role of Prosocial Motives

“…Unlike the desiring of rewarding for knowledge sharing, people who based on the consideration of personal compatibility may share their knowledge to help others voluntarily for the sociability (Wah et al 2005;Lin, 2008). In this case, individuals may contribute knowledge to assist others due to this compatibility (Wah, Menkhoff, Loh & Evers, 2007). Accordingly, this study proposes the second Hypothesis as follows: H2: Prosocial motives are positively related to knowledge sharing in the workplace.…”

“…The prosocial motive is a concept that is frequently used in psychology, and it is increasingly studied on Organizational citizenship behaviour (OCB) by modern scholars (Rioux & Penner, 2001;Wah, Menkhoff & Evers, 2007). Much literature agrees that the OCB is a positive performance in the workplace Organ, Podsakoff & MacKenzie, 2006), and OCB is an employees' behaviour that has the contribution to maintain the context for tasks (Organ, 1997;Takeuchi, Bolino & Lin, 2015).…”

Untitled

“…34 Security as a contributor to knowledge management success'' suggests application of security technology in KM, as well called for extension of the KM security to other disciplines such as risk management in KM strategy, KM management/governance support, and to improve the value of knowledge. [44][45][46][47][48][49][50][51][52][53][54][55] This study deduced from above positions that it is important that Nigerian government take serious measures on data protection especially in this era of digitalization as it contributes greatly to posterity of a nation.…”