The antecedents and dimensionality of knowledge-sharing intention

Abstract

Purpose This paper aims to focus on the relationships between situational/dispositional variables and an individual’s intention to knowledge sharing, and has theoretical implications for researchers in human resource development and management, as well as implications for practicing managers in organizations. First, this study examines whether an integrative model of knowledge sharing reveals an impact of various antecedents on sharing of knowledge between individuals, which has been rarely explored in a single study. In particular, this study is interested in examining whether the two dimensions improve individual sharing of explicit and tacit knowledge, respectively. Design/methodology/approach A quantitative survey design approach is used as the research method for data collection. Initially, a pilot study is conducted to examine the psychometric properties of the measures. A 120-item questionnaire is used to measure personality traits, organizational climate and knowledge-sharing intention. The main study is conducted at the Korean IT companies, which have knowledge management system and actively share knowledge between R&D engineers. Findings The results of regression analyses indicate that conscientiousness, openness and extroversion of dispositional variables are positively related to an individual’s intention to share knowledge. Of situational variables, organizational support and identity are positively related to knowledge sharing, and reward is negatively associated with knowledge-sharing intention. Theoretical and practical implications for future research are discussed. Originality/value Scholars focused with increasing emphasis over the past 20 years on an organization’s ability to facilitate, utilize and share knowledge as critical components of organizational success. Several scholarly attempts tried to explain the antecedents of knowledge sharing. Despite an increasing demand for a coherent and integrated approach to knowledge sharing, empirical efforts remain largely absent with regard to how knowledge transfer and knowledge-sharing practices among individuals are affected by dispositional and situational variables. Also, individual intention to share knowledge was primarily measured as a unidimensional concept. This is a surprising oversight, given that tacit knowledge and explicit knowledge are critical. Indeed, these may be collectivized successfully for the firm’s driver. To address this gap in our understanding of the personal dynamics involved in knowledge-sharing practices, this study seeks to investigate whether dispositional and situational variables lead to changes in individual’s intention to share tacit and explicit knowledge.

Managing knowledge workers in healthcare context: role of individual and knowledge characteristics in physicians' knowledge sharing

“…This finding is also consistent with previous literature (e.g. Wang and Yang 2007;Han, 2018). However, not all personality traits as proposed by the Big Five model, have a positive effect on knowledge sharing behavior.…”

Collaborative Climate and Knowledge Sharing among ESP Teachers: A Mixed Method Study

“…Our finding can be corroborated by Ghorbani Nia and Sadri's (2012) and Rammatinia and Maleki's (2013) in that they found a significant relationship between knowledge management and organizational climate in Iranian higher education. Similar results were reported in fields other than higher education (Connelly & Kelloway, 2003;Han, 2018;Hooff & Huysman, 2009;Joseph & Jacob, 2011). The result can be justified by the consideration that both organizational culture and knowledge sharing are cultural values that influence the patterns of individuals' cognitive frameworks and knowledge sharing behaviors (Cheng, Yeh, & Tu, 2008).…”

Enablers of Patient Knowledge Empowerment for Self-Management of Chronic Disease: An Integrative Review

“…Despite the fact that organizational culture and the origin of organizational climate concepts are different methodological traditions, in the management paradigm several theoretical and empirical tests to combine the two concepts can be found: both organizational culture and climate reveal the macroperspective of the organizational context where shared experiences develop that affect the end result sought by the organization [ 79 ] If an organization does not create a context suitable for knowledge sharing, knowledge management activities will simply fail [ 50 ].The analyzed scientific works highlight the separation of organizational culture and climate, as a context that promotes knowledge sharing, through the dimension of individual perception. Organizational climate is the result of the interaction of individuals and their environment, shaping individual behavior and influencing intentions to share or not to share knowledge [ 78 , 80 ]. and it is therefore important to understand that the climate perceived by organizational members can vary radically [ 81 , 82 ].…”

“…Supportive organizational culture: Organizational culture is a critical precondition for securing knowledge management activities, but one of the biggest challenges is to develop a type of organizational culture that promotes knowledge management activities [49]. There is a relationship between the culture of the supportive organizational culture and the attitudes of the members of the organization towards knowledge sharing within the organization [51,78]. It should be noted that in this theme there are distinctive characteristics of the supportive organizational culture that have a positive effect on knowledge sharing practices: openness to change, promotion of innovation, trust, teamwork, high moral standards, information flows, involvement, supervision, customer service, and orientation to reward [16].…”

“…In particular, in the absence of individuals with tacit knowledge who at the individual level do not show knowledge-sharing behavior, an organization's knowledge management skills are not possible. Qualitative analysis of research papers revealed that the following personal characteristics are important for individual behavior of knowledge sharing: openness to experience [78], satisfaction with helping others [26,51]. ; self-efficacy [26]; attitudes, subjective norms, and conscious behavior control [51].…”