Unleashing knowledge sharing in a developing country: a case of healthcare industry

Abstract

Purpose The purpose of the study is to examine the role of the types of psychological contract (PC) to enhance knowledge sharing (KS) behavior of employees through the intervention of perceived organizational support (POS). Design/methodology/approach The current study uses primary sources to get data from the participants of both private and public hospitals. Overall, 210 respondents participated in the study, which later subjected to the analysis using CAUSALMED procedures using statistical analysis software. Findings The findings from the study projected that all types of psychological have a considerable effect on KS behavior of employees, either directly or through the intervening mechanism. Furthermore, the study also indicates that if employees’ POS, they will share a stronger bond with the organization, which will be beneficial for the organizations’ health. Research limitations/implications Firstly, despite the fact that this study proposes valuable insights into KS behavior; it allows some impediments of a primary study. Secondly, the research is constrained to the hospital industry. Finally, this exploration can likewise be reinforced by incorporating other intervening mechanisms, to give an extensive understanding of the connection between employees’ perception regarding PC and KS behavior. Practical implications The findings of the present research have potential applications for human resource managers of the healthcare industry to place more emphasis on the types of PC, organizational support and KS among the employees to achieve a competitive advantage in this dynamic environment through knowledge management, which is considered a strategic asset nowadays. Originality/value This study provides an original contribution by identifying the diverse paths, indicating how the types of PC can impact KS with employees’ perceptions toward organizational support. It also highlights that how the heaths care industries, as compare to the old practices can encourage a culture of KS in this highly competitive and dynamic environment to remain at the top on the market.

Impact of Organizational and Individual Factors on Knowledge Sharing Behavior: Social Capital Perspective

“…They rely on strong ties rather than weak ties (Zhang et al, 2021). As a reciprocal activity, employees in the organizational network are involved in desirable behavior more often (Blouch et al, 2021). The Organizational networks and structures are a source of motivation for people and provide opportunities for bringing people together.…”

“…It creates a sociable and supportive place to work (Amayah, 2013). Employee commitment, high morale, and loyalty are key characteristics of employees (Blouch et al, 2021). Participation in decision-making and human resource development are key functions of work design (Kanwal et al, 2019).…”

“…In such a case, it is difficult to turn individual knowledge into organizational knowledge (Son et al, 2020). Organizations need mechanisms, structures, and cultures that facilitate KS (Blouch et al, 2021).…”

“…A recent study examined that there is an obvious gap with respect to knowledge sharing practices in Pakistan (Asrar-ul-Haq & Anwar, 2016). There is little research on KSB in HEIs in developing countries like Pakistan (Blouch et al, 2021). Limited studies are examining individual and organizational factors (Lo & Tian, 2020), especially the processes and mechanisms that facilitate KSB through individual factors (Huang et al, 2013).…”

“…Furthermore, only a few recent studies analyzed the KSB of teachers in HEIs (Bibi & Ali, 2017). Thus, practices and behaviors are far more complex in Pakistani organizations than they have been traditionally acknowledged (Blouch et al, 2021). Most of these studies are uni-level that studied only the individual factors or the organizational factors in relation to KS (Amayah, 2013; Rathi & Given, 2017).…”