Understanding the Antecedents of Knowledge Sharing: An Organizational Justice Perspective

Abstract

Knowledge sharing is an important variable in the knowledge management literature emphasizing the importance of social factors. Recent research has revealed that social-psychological and sociological factors are imperative to knowledge sharing. The theory of reasoned action (TRA) was designed to model how any specified behavior under volitional control is produced by beliefs, attitudes, and intentions towards that behavior. Organizational justice encompasses three dimensions: interactive, procedural, and distributive justice. This study explores knowledge sharing through the lens of organizational justice by empirically testing a model that combined elements from the Theory of Reasoned Action and the Organizational Justice Theory. The study findings show that attitude toward knowledge sharing, subjective norm, and procedural justice have a direct impact on the intention to share knowledge, while distributive and interactional justice influence it indirectly via attitude toward knowledge sharing. Implications for both theory and practice are discussed.

Sustainable Human Resource Management: How to Create a Knowledge Sharing Behavior through Organizational Justice, Organizational Support, Satisfaction and Commitment

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

“…Previous studies have widely examined the linear relationship between TPB and knowledge sharing. Scholars have argued the possibility of integrating the present model with a moderating variable such as distributive justice (Ibragimova et al, 2012). This provides an opportunity to introduce a more integrative model of knowledge sharing in future studies.…”

Knowledge sharing and affective commitment: the mediating role of psychological ownership

“…For example, the types of organisational structure that improve the efficiency of knowledge sharing (e.g., a centralised and functional structure, and organisational hierarchy) (Nonaka and Takeuchi, 1996;Pierce, 2012), and the impact of organisational culture and climate (e.g., organisational culture oriented toward innovation or individual competition) (Argote and Ingram, 2000;Bock, Zmud, Kim, and Lee, 2005). Also, at the individual level, there is the motivation and perception of individuals toward knowledge sharing (e.g., rewards, organisational justice, personality and trust) (Gagné, 2009;Ibragimova, 2006;Matzler, Renzl, Mooradian, von Krogh, and Mueller, 2011;Liao, 2008;Schwaer et al, 2012).…”