Theory of planned behavior and knowledge sharing among nurses in patient computer management system: The role of distributive justice

Samadi, Sarah

doi:10.5267/j.msl.2018.4.003

Cited by 20 publications

(23 citation statements)

References 27 publications

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“…Sihombing (2011) even deduced that PBC impacts negatively on KSB. However, others acknowledge that PBC influence on intention (Lin and Lee, 2004;So and Bolloju, 2005;Teh et al, 2010;Chen, 2011;Safa and Von Solms, 2016) and actual behavior (He-feng, 2009;Chennamaneni et al, 2012;Wu and Zhu, 2012;Samad, 2018). Considering that supportive researches outweigh the negative ones, the following hypotheses can be drawn:…”

Section: Attitude Toward Knowledge Sharingmentioning

confidence: 99%

“…According to the TPB, attitude is formed based on a set of beliefs about the expected outcomes of behavior and the extent to which these consequences are favorable or unfavorable (Ajzen and Fishbein, 1980). The conducted research on the TPB in a KM context postulates that attitude significantly and positively influences the intention toward KSB (Kuo and Young, 2008;Kuo and Young, 2008;Stenius et al, 2015;Cheng, 2017;Samad, 2018). However, some researchers have questioned this relationship.…”

Section: Attitude Toward Knowledge Sharingmentioning

confidence: 99%

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Knowledge sharing and the theory of planned behavior: a meta-analysis review

Jalili

Ghaleh

2020

VJIKMS

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Purpose The purpose of this paper is to summarize the application of the theory of planned behavior (TPB) in predicting knowledge sharing behavior (KSB) based on a systematic literature review. Design/methodology/approach A meta-analysis was applied as a research methodology, and 47 studies were included in this study with a total population of 15,528 people (mean = 353). The authors summarized previous studies which used the TPB for predicting (KSB). Findings Findings reveal that KSB is determined jointly by knowledge-sharing intention (KSI) and perceived behavioral control (PBC). Intention itself is a function of attitude toward knowledge sharing, subjective norm surrounding knowledge sharing and PBC to perform KSB. Practical implications The primary implication of this meta-analysis is to deeply interpret the essence of KSB r and its determinants, in which managers can foster the conduction of this valuable behavior in their organizations. However, as a limitation, a remarkable threat to validity in the existing literature is a potential “cooperation bias” in which participants likely overestimate their knowledge sharing intention and knowledge sharing behavior. In future studies, this limitation can be addressed by measuring actual KSB. Originality/value This study is the first meta-analysis conducted to investigate the prediction power of the TPB for determining KSB. While there are several contradictions reported in the researches which used the TPB in the knowledge-sharing context, this research has summarized and reported the results.

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Section: Attitude Toward Knowledge Sharingmentioning

confidence: 99%

Section: Attitude Toward Knowledge Sharingmentioning

confidence: 99%

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Jalili

Ghaleh

2020

VJIKMS

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“…Not only should innovative firms be able to improve their own performance through efficiency and reductions in administrative and transaction costs but also by increasing the level of their staff satisfaction and by recruiting and maintaining a high level of qualified and experienced staff in order to gain a crucial competitive advantage. Indeed, innovative firms require high-quality human capital (Samad, 2018). Additionally, personal characteristics and the ability to network socially are becoming vital for managers and entrepreneurs.…”

Section: Introductionmentioning

confidence: 99%

Achieving innovative firm performance through human capital and the effect of social capital

Samad

2020

Management &Amp; Marketing. Challenges for the Knowledge Society

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AbstractFor the past decade, human capital has been recognized as one of the crucial assets of any firm’s overall performance. Previous studies widely advocated a linear link between human capital and innovative firm performance, arguing that there are a variety of factors to examine if the relationship between human capital and innovative firm performance is to be properly understood. The focus of this study was to examine the effect of social capital on the relationship between human capital and innovative firm performance. Specifically, it examined the relationship between human capital and social capital and between human capital and innovative firm performance. It also examined the relationship between social capital and innovative firm performance. A total of 294 questionnaires were obtained from managerial staff in automotive companies in Malaysia and the data was analysed using the Partial Least Squares (PLS) test. The results indicated a direct effect between human capital and innovative performance. It was found that human capital is significantly related to social capital and that there is a significant relationship between social capital and innovative firm performance, indicating the ability of social capital to improve innovative firm performance. Finally, it revealed that innovative firm performance could be achieved by human capital through the role of valuable social capital and that good innovative firm performance leads to more prudent and sustainable organisations. The results provide pertinent implications for academia, policymakers and market players while also contributing to the research fields of strategic management, human capital, social capital and performance.

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“…In addition, organizational justice was positively related with work self‐efficacy (Osei et al, 2017). RNs' high organizational justice is positively associated with organizational citizenship behaviour (Farid et al, 2018; Taghinezhad et al, 2015) and positive gossip behaviour (Kim et al, 2019) and has been found to moderate the relationship between attitude and knowledge sharing (Samad, 2018). Organizational justice correlated positively with organizational culture (Terzioglu et al, 2016) and organizational support (Lee & Chui, 2019; Perreira, Berta, et al, 2018).…”

Section: Resultsmentioning

confidence: 99%

Organizational justice among registered nurses: A scoping review

Lönnqvist

Flinkman

Vehviläinen‐Julkunen

et al. 2021

Int J of Nursing Practice

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Aims This study aimed to describe and summarize research concerning organizational justice among registered nurses. Background Over the recent decades, a number of studies have explored organizational justice. Perceived high organizational justice among employees has been found to correlate with multiple beneficial outcomes, such as job satisfaction, commitment and improved physical and mental health. By contrast, low organizational justice is related to poor productivity, atmosphere at work, health and well‐being. Design This study is a scoping review. Data Seven databases were used to search for peer‐reviewed publications published between January 2015 and August 2019. Review method This scoping review utilized Arksey and O'Malley's methodological framework. Results High organizational justice has been found to improve registered nurses' work‐related outcomes, health and well‐being. Low organizational justice has been linked to undesired work‐related outcomes and health problems. Conclusion Nurse managers play a key role in promoting organizational justice. Further research is needed to study the relationship between organizational justice and the quality of patient care and safety. There is need for longitudinal studies to understand the effects and nature of organizational justice in the nursing workforce.

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Theory of planned behavior and knowledge sharing among nurses in patient computer management system: The role of distributive justice

Cited by 20 publications

References 27 publications

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Achieving innovative firm performance through human capital and the effect of social capital

Organizational justice among registered nurses: A scoping review

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