The influence of knowledge sharing behavior and transactive memory systems on innovative work behavior: A conceptual model

Phung, Van Dong; Hawryszkiewycz, Igor; Ha, Binh Minh

doi:10.1109/kse.2017.8119463

Cited by 3 publications

(2 citation statements)

References 40 publications

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“…In step three, an innovative model or prototype is developed to be tested and utilized by the employees and organization. Simple innovations can be achieved by individuals, but complex ones need collaboration teams and depend on a variety of knowledge and capabilities [40,42,43].…”

Section: Organizational Ambidexterity and Iwbmentioning

confidence: 99%

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The Effect of Knowledge Management Systems on Organizational Ambidexterity: A Conceptual Model

Alharbi

2023

JEMT

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Knowledge management (KM) is considered an important strategic tool to maintain performance and survive a fluctuating environment. The effective implementation of KM initiatives helps organizations gain the ability to balance contradictory demands, known as organizational ambidexterity, to gain a competitive advantage. The purpose of this study is to develop and argue a theoretical model demonstrating the connection between knowledge management systems (KMS) and organizational ambidexterity through the mediation effects of knowledge-sharing behavior (KSB) and innovative work behavior (IWB). This paper draws on the task-technology fit (TTF) model, KM, and organizational ambidexterity literature to build a theoretical model for how KMS (characteristics and perceived TTF) and KSB interact to produce IWB and organizational ambidexterity. This study also suggests a methodological approach and analysis procedure to test the theoretical model empirically. Finally, the study acknowledges some research limitations and provides several recommendations that are useful for academic researchers.

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Section: Organizational Ambidexterity and Iwbmentioning

confidence: 99%

“…3 items, [32] Innovative work behavior "The extent to which employees behave to create, promote, and implement new ideas in a group or organization." [43]. 9 items, [40] Organizational ambidexterity: exploration "The tendency of a firm to invest resources to refine and extend its existing product innovation knowledge, skills, and processes."…”

Section: Constructsmentioning

confidence: 99%

The Effect of Knowledge Management Systems on Organizational Ambidexterity: A Conceptual Model

Alharbi

2023

JEMT

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The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia

Alharbi,

Aloud

2024

Humanit Soc Sci Commun

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This study examines the effect of Knowledge Management (KM) processes on organizational performance in Saudi Arabian service organizations. It focuses on knowledge creation, capture, sharing, and application, and examines their effects on quality, operational, and innovation performance. While the service sector can enhance operational efficiencies through effective KM implementation, the extent of this impact, particularly in terms of quality and operational performance in developing countries like Saudi Arabia, remains underexplored. The study uses a quantitative methodology, obtaining 605 valid responses from Saudi service sector managers through an online self-reported questionnaire. Structural equation modeling validates the research model and tests the hypotheses. Results indicate that knowledge sharing has a nonsignificant effect, while knowledge creation, capture, and application have substantial impacts. Specifically, knowledge application significantly improves operational performance, while knowledge creation influences quality and innovation performance. Organizations are advised to understand their KM processes’ structure to effectively implement and leverage their impact on performance. Emphasizing knowledge sharing through personalized communication channels, employee development opportunities, and effective incentive systems is recommended to sustain engagement and motivation. Furthermore, prioritizing KM tools and technology for seamless knowledge flow across organizational levels and implementing collaborative tools can enhance innovative capabilities, adaptability, and competitive advantages.

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Knowledge Sharing Behavior Factors of Public Sector Employees in Jambi, Indonesia

Firdaus

Ahman

2020

JTP

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The purpose of this research is to evaluate the individual, organizational and technological factors that influence knowledge sharing behavior among public sector employees in Jambi City. This is a survey and explanatory research with questionnaires used to obtain data from 86 employees in Jambi's public sector and analyzed using factor analysis. The results showed that individual, organizational, and technological factors, such as awareness and altruism, organizational rewards, and IT application usage, respectively, have a significant effect on knowledge sharing. This is opposed to self-efficacy and top management support.

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The influence of knowledge sharing behavior and transactive memory systems on innovative work behavior: A conceptual model

Cited by 3 publications

References 40 publications

The Effect of Knowledge Management Systems on Organizational Ambidexterity: A Conceptual Model

The Effect of Knowledge Management Systems on Organizational Ambidexterity: A Conceptual Model

The effects of knowledge management processes on service sector performance: evidence from Saudi Arabia

Knowledge Sharing Behavior Factors of Public Sector Employees in Jambi, Indonesia

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