The impact of knowledge governance on knowledge sharing

Abstract

Purpose -Knowledge governance is an organizational mechanism that formally and informally defines how the firm manages the activities related knowledge, thus it plays a significant influence on knowledge sharing. The purpose of this study is to analyze the impact of knowledge governance, including formal and informal knowledge governance, on knowledge sharing. Then the paper examines the mediating role of the guanxi effect on knowledge governance and knowledge sharing. Design/methodology/approach -Based upon this research, the authors chose to use the logical deductive approach for their hypotheses and analytical frameworks. Questionnaires and interviews were used to collect data from 339 employees in 39 Chinese strategic emerging firms. Finally, regression analysis and structure equation models (SPSS and AMOS) were used for data analysis and hypotheses testing. Findings -This study points to the impact that knowledge governance has on knowledge sharing based on the mediation of the guanxi effect in China. The results first show that knowledge governance, including formal and informal knowledge governance, plays a key role in knowledge sharing; second, that the guanxi effect partly mediates between informal knowledge governance and knowledge sharing; third, the guanxi effect plays a significant mediating role between formal knowledge governance and knowledge sharing. Research limitations/implications -This study presents a framework for Chinese strategic emerging industries to better understand the impact of knowledge governance upon knowledge sharing and thus enhance their firm's guanxi networks to maximize economic and social benefits. The managerial implications are that firms should strengthen knowledge governance to promote employee knowledge sharing and infuse a more harmonious atmosphere to strengthen the positive effects of guanxi among employees. Ultimately, Chinese firms must consider and encourage the benefits of the guanxi effect. This study only investigated 339 employees in 39 organizations located in the central China. It is limited by employees' cognition. In further research, the authors will identify more samples and develop a large-scale questionnaire to explore these impacts in more detail and thus enhance their current research. Originality/value -It is the first attempt in China to systematically investigate the impact of knowledge governance on knowledge sharing based on the mediation of the guanxi effect. The results provide a theoretical and methodological contribution to the study of knowledge governance and can thus improve managerial practice in an era of knowledge-based economies.

Knowledge sharing in knowledge-intensive manufacturing firms. An empirical study of its enablers

“…In fact, from this perspective, each individual may contribute or access knowledge within the network. Further, Cao and Xiang (2012) show how both formal and informal knowledge governance play a key role in KS. To this extent, the availability of a computermediated communication infrastructure could be a significant part of the formal knowledge governance system (e.g., Van den Hooff and de Leeuw van Weenen, 2004; Van den Hooff and de Ridder, 2004).…”

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

“…Incentive is considered as an important element in facilitating knowledge sharing and learning (Argote, McEvily, andReagans 2003, Ba, Stallaert, andWhinston 2001) due to three types of obstacles (individual/personal, organizational, and technological) for knowledge sharing (Riege 2005) with examples such as apprehension about failures (Hutchings and Michailova 2004), knowledge base compatibility (Ho and Ganesan 2013), cost of imitation and its inherent fuzziness (Cao and Xiang 2012), cross-cultural barriers (Ray 2014), and knowledge hoarding (Welschen, Todorova, and Mills 2012). Recent research continues to explore the role of incentives in knowledge management within organizations.…”

Contextualising capability development: configurations of knowledge governance mechanisms in project-based organizations

“…Formal mechanisms include goal setting, planning, directives, rules and regulations, and residual rights of control; informal mechanisms include trust, management style, organisational culture, and communication flows and channels (Grandori 2001). Both types are often applied simultaneously, yet the combination of formal and informal mechanisms may either reinforce or weaken the ensuing effects (Cao and Xiang 2013). Antonelli, Barbiellini Amidei, and Fassio (2014) further stress the importance of adjusting the mechanisms to the kind of knowledge (if it is tacit, explicit or codified), its context and the users.…”