When do we share knowledge? A mixed-methods study of helping behaviors and HR management practices

Abstract

PurposeThe purpose of this work is to investigate the relationship between human resources management practices (HRMP) and altruistic helping behaviors (HB) with knowledge sharing behavior (KSB) following a theoretical rationale supported by the Theory of Planned Behavior and the Social Exchange Theory.Design/methodology/approachThe study explores linear and non-linear relationships between the variables to further understand knowledge sharing in the context of prosocial behaviors. The study sample gathers data from 130 employees coming from service sector companies operating in Portugal. The authors analyze the linear relationship following a structural equation model (SEM) approach using a partial least squares (PLS) analysis. Then, the authors conduct a fuzzy-set qualitative comparative analysis (fsQCA) to analyze non-linear relationships and provide insight over circumstances where the presence and absence of knowledge sharing behavior is achieved.FindingsQuantitative findings show that HRMP positively impacts KSB outcomes. Similarly, HB also positively impacts KSB. Qualitative findings show a single configuration leading to the presence of KSB, corroborating the quantitative results. On the other hand, findings offer multiple alternative configurations leading to the absence of KSB.Originality/valueFew studies explore the complex combination between HRMP and individual HB impacting knowledge sharing, with lesser studies discussing circumstances leading to the absence of KSB. We explore a) the linear influence of HB and HRMP and, b) their asymmetric combined influence along with employee demographics to better understand KSB complexity – ensuring a conceptual and managerial contribution driving future work and practices.

Fostering hotel ambidexterity through knowledge-sharing culture and knowledge-sharing behavior: a study of the hospitality sector in Pakistan

“…Recent findings suggest that for successful KSB, organization managers need to understand an organizational factor such as KSC (Lee and Hong, 2014;Farooq, 2020;Rohman et al, 2020;Fayyaz et al, 2021). A positive and significant relationship was found by Lee and Hong (2014) and Lee et al (2012) between an organization factor (learning climate) and KSB (Gonçalves et al, 2023). Further, Sawan et al (2021) reviewed 10 years of Scopus indexed articles, and from the meta aggregation approach, they found that KSB is the outcome of organization-culture and other mediating variables.…”

“…A positive and significant relationship was found by Lee and Hong (2014) and Lee et al . (2012) between an organization factor (learning climate) and KSB (Gonçalves et al ., 2023). Further, Sawan et al.…”

Work-life balance in the Zimbabwe Retail Sector: Testing a job-engagement and job-satisfaction model

“…The value that an individual places on a role determines its importance and how it is prioritised (Kossek & Lee 2017). Importance is the value expression that an individual uses to determine the gravity and urgency of a role (Gonçalves, Curado & Martsenyuk 2023).…”