The impact of self-directed team on high-performance organization with the mediating role of knowledge sharing culture: Organizational support as a moderator

Abstract

The primary aim of this investigation is to identify the relationship between self-directed teams and high-performance organizations (work). Furthermore, exploring the mediating role of knowledge-sharing culture with the self-directed team and high-performance organization relationships. Moreover, this study analyzed the moderating role of a sense of organizational support in the relationship between knowledge-sharing culture and high-performance organizations. Using the PLS-SEM approach (SmartPLS 3.3.7) in this study, we obtained data from employees of high-tech enterprises listed on the Shanghai Stock Exchange China to analyze this study. The present research seeks to determine the direct and indirect effects of the study-related factors on the outcome of the investigation. According to the findings, a self-directed team positively impacts knowledge sharing culture, knowledge sharing behavior, knowledge sharing strategy, and mutual trust among its members. Knowledge-sharing culture has no mediating role and its component in the relationship between independent and dependent constructs. This study also indicated that a sense of organizational support has no moderating effect on the relationship between a knowledge-sharing culture and high-performance organizations. This study may practically contribute to high-tech enterprises to develop and implement business development and proper self-directed team, knowledge-sharing culture, and sense of organizational support, and consequently, can contribute to the growth of overall high-performance organizations.

A comparative analysis of financial and nonfinancial rewards on work motivation and knowledge sharing in a postpandemic era

“…The act of sharing work-related information and experiences with colleagues in teams, organizations, or classes is referred to as “knowledge sharing” (Lei et al , 2020). It involves the sharing of beliefs, values and contextual information, providing a framework for other employees to apply in their work and enhance their performance (Mohammed et al , 2022). Knowledge sharing is valuable since it is difficult to replicate or substitute, and it can help firms to obtain a competitive advantage by improving the understanding of work processes and performance (Gaur et al , 2019; Matzler and Mueller, 2011).…”

“…Knowledge is typically held privately by individuals, which poses a challenge to the fostering of knowledge sharing (Polanyi, 1998). However, in today’s competitive environment, knowledge sharing is critical for organizational growth, prompting many businesses to prioritize a knowledge-sharing culture (Mohammed et al , 2022). The interorganizational sharing of knowledge is critical for improving employee effectiveness, minimizing knowledge loss and improving decision-making (Al-Busaidi and Olfman, 2017; Rungsithong et al , 2017).…”

“…Although some employees may be hesitant for various reasons, research suggests that a potential lack of intrinsic motivation is a key barrier (Gagné et al , 2019; Jin Chang et al , 2007). This highlights the need for a supportive environment that promotes knowledge exchange (Mohammed et al , 2022). Moreover, the COVID-19 pandemic has further affected knowledge-sharing practices, fostering a significant rise in the use of digital platforms for both internal and external knowledge exchange (Tønnessen et al , 2021).…”