119,918 research outputs found

    Investigating Knowledge Sharing Among Employees in Saudi Governmental Organisations: An Empirical Study

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    Knowledge is seen as competitive asset for organisations in today’s knowledge-based economy. Knowledge sharing (KS) has its importance in that employees’ knowledge would not turn into organisational knowledge before it is shared all through the corporation. However, scant research has investigated the factors influencing the employees’ knowledge sharing within organisations in Saudi Arabia. The purpose of this research was to investigate the underlying factors and relationships that determine the employees’ knowledge sharing behaviour within the Saudi governmental organisations. The theoretical framework of this research is based on the theory of reasoned action (Fishbein and Ajzen, 1982) and the theory of planned behaviour (Ajzen, 2005). This research developed and validated a conceptual model that best explains knowledge sharing among the employees within Saudi governmental organisations. Mixed-method research design was employed to investigate the factors influencing employees’ knowledge sharing behaviour. Furthermore, the study adopted, developed and validated instruments to measure the proposed model key constructs. The main research tool was a survey employing a questionnaire distributed to a sample of 383 employees in five Saudi organisations followed by semi-structured interviews with seven employees. The study synthesized a model of knowledge sharing in which the employees’ intention shapes knowledge-sharing behaviour, while intention is determined by the employees’ attitude (ATT), subjective norm (SN), perceived behavioural control (PBC), trust (TR) and propensity or tendency (Tend) to share knowledge. In addition, the model examined the antecedents of the three main beliefs; ATT, SN and PBC. By deconstructing the beliefs, this research looks deeper into the factors influencing knowledge sharing. Moreover, the study looked at the relationship between some of the employees’ demographics and their intentions to share knowledge. The findings of this study revealed that four of the research five factors that were proposed to explain knowledge sharing intention were significant determinants of the employees’ intention to share knowledge. In addition, the findings of the study found evidence for the impact of the decomposed beliefs on ATT, SN and PBC. Yet, time was not found to influence the employees’ PBC. Furthermore, the study findings showed that the employee’s level of education, their organisation’s sector and size are correlated with their intention to share knowledge. In particular, the results show that the employees in Saudi organisations contribute their knowledge because of their natural tendency to share their knowledge, their perceptions of control over contributing their knowledge to other employees, their positive attitude towards sharing knowledge and trust; but surprisingly they are not motivated by the social norms regarding sharing knowledge in this specific context. As such, it is crucial to foster the employees' propensity to share their knowledge as well as eliminate any obstacles on the way to knowledge sharing. Moreover, it is important to enhance the employees’ favourable attitudes and perceptions towards knowledge sharing. Furthermore, this study also demonstrated that trust is a key factor in shaping the employees' intentions to share knowledge, hence, organisation management should foster a trusting culture to reap the benefits of knowledge sharing. Finally, it is hoped that this research will stimulate not only more research on the effects of knowledge sharing, but also more studies in the Saudi context.Saudi Arabia Ministry of Higher Educatio

    Exploring factors affecting knowledge sharing at national institute for crime prevention and reintegration of offenders in Pietermaritzburg.

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    Master of Commerce in Management, University of KwaZulu-Natal, Pietermaritzburg, 2016.Fast changes in business and innovation are driving organisations to learn and adapt to changes at an extraordinary rate. Most of them understand that unless information gathering and exchange happens quicker they will not have a competitive advantage, as they will be at risk of losing the significant resource of knowledge through knowledge erosion. This study is about exploring factors influencing knowledge sharing in a non-governmental organisation called the National Institute for Crime Prevention and Reintegration of Offenders (NICRO). This is a qualitative study where interviews were used as a data collection technique and thematic analysis used as a data analysis method. Explorative research design was used in this study to explore a variety of factors impacting knowledge sharing. The targeted population was the employees of NICRO and the purposive sampling method was used to select a sample. The sample size consisted of five employees with different professions and roles in the organisation. The findings indicated that there were a variety of individual, organisational as well as technological factors which influenced knowledge sharing at NICRO. Individual factors such as awareness, personality, altruism and self-efficiency were key determinants of knowledge sharing in the organisation studied. The trust and rewards system was a predominant organisational factor that impacted employees’ behaviour with respect to sharing knowledge, followed by factors such as organisational culture, leadership and organisational structure. The study also ascertained that technological factors played a significant role in influencing knowledge sharing in the studied organisation. On the basis of the research findings, the study recommended that the management of NICRO review and improve their reward system in order to encourage employees to engage in knowledge sharing. The study also recommended that employer and employees reestablish a trustworthy relationship among themselves in order to create favourable conditions for sharing knowledge

    Investigating the Impact of Organisational Culture and Leadership on Knowledge Sharing Behavioural Intention Among Employees in Organisations in the United Arab Emirates

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    This study seeks to obtain a better understanding of the factors influencing employees’ knowledge sharing behavioural intentions within the Emirati organisational context. While the literature provides some examples of studies on the subject in Western countries and Asia, there has been a lack of research around the topic in the Middle East, Gulf Cooperation Council (GCC) countries and the United Arab Emirates (UAE). Some organisations have placed a lot of emphasis on innovation and technology and forgotten what (ultimately) makes their business really successful – the human factor. The study followed a mixed methodology approach; the quantitative method was the primary approach and qualitative methods were employed as a complementary technique to deepen the understanding of some of the quantitative data results. The theoretical foundation of this thesis is based on the theory of reasoned action (TRA) and the theory of planned behaviour (TPB). These theories are widely used in social psychology to explain many human behaviours. The model therefore is developed based on the latest evolution of the TRA and TPB framework as well as additional factors highlighted in the literature. Eleven variables were tested to examine their impact on the intention to share knowledge in an organisational context. Primary data were obtained from a questionnaire administered to three large government organisations in the UAE: of 1073 questionnaires, 881 were usable. A total of 21 (including the pilot interviews) semi-structured interviews were carried out in the same three organisations with organisational executives, KM managers and KM practitioners. Structural equation modelling was used to test the three study models. The results show that both inclusive leadership’s and knowledge leadership’s influence on organisational culture dimensions (participation, trust, agreement, team orientation, and openness) were highly significant. Interestingly, and contrary to expectations, the quantitative data show that neither participation nor team orientation had a significant impact on attitude toward knowledge sharing. Also, the results show that inclusive leadership has a positive an impact on attitude toward knowledge sharing whereas knowledge leadership was found to have a negative influence. In addition, all TRA constructs were significant for all three models. The results offer various insights into knowledge sharing behavioural intentions in organisations in the UAE. Policy makers, executive leaders and KM managers will be able to utilise the results and the practical implications of this study to create intervention programs to enhance knowledge sharing intentions and practices in organisations. The thesis provides an alternative view to the more common technological focus, moving it more onto human related factors. It is important for organisations to acknowledge the importance of both leadership and organisational culture on knowledge sharing behavioural intentions among employees. Like anything else that keeps evolving, organisational culture and leadership too evolves and therefore, organisations need to look for the best organisational culture and leadership style that will keep them on top of the market

    Team-related factors influencing intra-team knowledge sharing in knowledge-intensive businesses

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    In today’s knowledge-driven economy, knowledge is regarded as possibly the most important factor of production next to labour, land and capital. Knowledge is the lifeblood of a business and therefore crucial for its survival in today’s constantly changing and competitive economic environment. In fact, effective knowledge management holds many benefits for an organisation, such as increased productivity and enhanced business performance. Knowledge management is therefore key to ensure business success. In the knowledge management process, knowledge-sharing is typically recognised as the most important activity. Knowledge that is not shared, in particular tacit knowledge residing in the minds of individuals and accrued over time, loses its value. Notably, team knowledge-sharing is of utmost importance in that it enables a team to resolve practical issues more successfully, given that knowledge is shared among team members that hold various kinds of specialised and unique expertise. Organisations increasingly organise their specialised knowledge-intensive work around projects that consist of allocated members who cooperate on a regular basis to accomplish specific goals before a set deadline. However, without knowledge-sharing among team members, the diverse knowledge of various members cannot be optimally utilised to the benefit of the team and the organisation. Although it is well documented that knowledge-sharing among team members, in particular knowledge-intensive teams, may hold various advantages for teams and organisations in terms of their performance and competitive advantage, researchers also acknowledge that individuals are sometimes reluctant to share their knowledge. Moreover, there is a lack of empirical research on the team-related factors influencing intra-team knowledge-sharing, and a subsequent lack of guidance in terms of encouraging intra-team knowledge-sharing behaviour. Notably, the lack of current systematic, integrated research, that pay particular attention to the team-related factors influencing the knowledge-sharing behaviour within a team is problematic. This lack of research calls for further empirical research to better understand the teamrelated factors influencing intra-team knowledge-sharing behaviour in knowledgeintensive teams. As such, the main research objective of this study was to identify and empirically examine selected team-related factors influencing the intra-team knowledge-sharing behaviour of individual members participating in knowledgeintensive teams in knowledge-intensive businesses. Based on an extensive literature review, the following team-related factors influencing knowledge-sharing in a team context were identified and hypothesised to have a relationship with the dependent variable Intra-team knowledge-sharing behaviour. These factors, which also served as the independent variables in this study, are: Team development competition, Team hyper-competition, Team psychological safety, Perceived surface-level diversity, Perceived deep-level diversity, Team identification, Metacognitive cultural intelligence, Cognitive cultural intelligence, Motivational cultural intelligence, Behavioural cultural intelligence, Affective team commitment, Continuance team commitment and Normative team commitment. Following the construction of the proposed hypothesised model, the researcher proceeded to develop a research design that would be suitable to address the research questions. For the purpose of this study, a positivist research philosophy and deductive approach to theory building were adopted, which is in line with the quantitative nature of this study. In addition, a survey research strategy was used and the study was cross-sectional in nature. The measuring instrument, which was in the form of a self-administered online questionnaire, was subjected to a pilot study. Minor adjustments were made to the questionnaire before an electronic link to the final version, accompanied by a cover letter, was e-mailed to 8 496 potential respondents. These potential respondents, who were identified using a convenience sampling technique, were likely to participate in knowledge-intensive teams and be representative of the population. A total of 384 usable responses were received. Following the data collection, the data were analysed to examine the proposed relationships as depicted in the hypothesised model. To address possible multicollinearity concerns associated with different variables that belong to a shared category, such variables were first combined into a single hierarchical variable. Thereafter, a confirmatory factor analysis (CFA) was performed on each factor that confirmed the factor structures by using various goodness-of-fit indices. Subsequent to the CFAs, the validity and reliability of the measuring instrument was assessed. The reliability of the measuring instrument was evaluated using Cronbach’s alpha coefficients, while the assessment of validity involved calculations of the average variance extracted (AVE) estimates and squared correlations between constructs. Based on the results of the reliability and validity assessments, the hypothesised model was revised accordingly. The revised model included Team development competition, Team psychological safety, Cultural intelligence, Team commitment and Perceived deep-level diversity as the independent variables influencing Intra-team knowledge-sharing behaviour. Descriptive statistics and correlation results were presented on the constructs in the revised hypothesised model, while a structural equation modelling (SEM) analysis was the main statistical technique used to test the significance of the relationships between the dependent and the independent variables. The relationships between selected demographic variables and Intra-team knowledge-sharing behaviour were assessed by means of general linear modelling (GLM), a subset of SEM. In light of these analyses, it was concluded that Team psychological safety, Team development competition, Cultural intelligence and Age have a significant influence on Intra-team knowledge-sharing behaviour and could thus be seen as predictors or determinants thereof. Of all the significant relationships identified in this study, Team psychological safety had the strongest effect on Intra-team knowledge-sharing behaviour. One should, however, not lose sight of the impact that competition and cultural intelligence could have on the knowledge-sharing behaviour of individual members participating in knowledge-intensive teams. This study contributes to the body of knowledge-sharing research in general, but also to knowledge-sharing behaviour in a team context in particular. Besides the theoretical contributions, this study makes several practical recommendations to knowledgeintensive businesses on how to manage the team-related factors influencing the Intrateam knowledge-sharing behaviour of individual members participating in knowledgeintensive teams. These recommendations could possibly enhance the competitive advantage of knowledge-intensive businesses.Thesis (PhD) -- Faculty of Business and Economic Sciences, 202

    Team-related factors influencing intra-team knowledge sharing in knowledge-intensive businesses

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    In today’s knowledge-driven economy, knowledge is regarded as possibly the most important factor of production next to labour, land and capital. Knowledge is the lifeblood of a business and therefore crucial for its survival in today’s constantly changing and competitive economic environment. In fact, effective knowledge management holds many benefits for an organisation, such as increased productivity and enhanced business performance. Knowledge management is therefore key to ensure business success. In the knowledge management process, knowledge-sharing is typically recognised as the most important activity. Knowledge that is not shared, in particular tacit knowledge residing in the minds of individuals and accrued over time, loses its value. Notably, team knowledge-sharing is of utmost importance in that it enables a team to resolve practical issues more successfully, given that knowledge is shared among team members that hold various kinds of specialised and unique expertise. Organisations increasingly organise their specialised knowledge-intensive work around projects that consist of allocated members who cooperate on a regular basis to accomplish specific goals before a set deadline. However, without knowledge-sharing among team members, the diverse knowledge of various members cannot be optimally utilised to the benefit of the team and the organisation. Although it is well documented that knowledge-sharing among team members, in particular knowledge-intensive teams, may hold various advantages for teams and organisations in terms of their performance and competitive advantage, researchers also acknowledge that individuals are sometimes reluctant to share their knowledge. Moreover, there is a lack of empirical research on the team-related factors influencing intra-team knowledge-sharing, and a subsequent lack of guidance in terms of encouraging intra-team knowledge-sharing behaviour. Notably, the lack of current systematic, integrated research, that pay particular attention to the team-related factors influencing the knowledge-sharing behaviour within a team is problematic. This lack of research calls for further empirical research to better understand the teamrelated factors influencing intra-team knowledge-sharing behaviour in knowledgeintensive teams. As such, the main research objective of this study was to identify and empirically examine selected team-related factors influencing the intra-team knowledge-sharing behaviour of individual members participating in knowledgeintensive teams in knowledge-intensive businesses. Based on an extensive literature review, the following team-related factors influencing knowledge-sharing in a team context were identified and hypothesised to have a relationship with the dependent variable Intra-team knowledge-sharing behaviour. These factors, which also served as the independent variables in this study, are: Team development competition, Team hyper-competition, Team psychological safety, Perceived surface-level diversity, Perceived deep-level diversity, Team identification, Metacognitive cultural intelligence, Cognitive cultural intelligence, Motivational cultural intelligence, Behavioural cultural intelligence, Affective team commitment, Continuance team commitment and Normative team commitment. Following the construction of the proposed hypothesised model, the researcher proceeded to develop a research design that would be suitable to address the research questions. For the purpose of this study, a positivist research philosophy and deductive approach to theory building were adopted, which is in line with the quantitative nature of this study. In addition, a survey research strategy was used and the study was cross-sectional in nature. The measuring instrument, which was in the form of a self-administered online questionnaire, was subjected to a pilot study. Minor adjustments were made to the questionnaire before an electronic link to the final version, accompanied by a cover letter, was e-mailed to 8 496 potential respondents. These potential respondents, who were identified using a convenience sampling technique, were likely to participate in knowledge-intensive teams and be representative of the population. A total of 384 usable responses were received. Following the data collection, the data were analysed to examine the proposed relationships as depicted in the hypothesised model. To address possible multicollinearity concerns associated with different variables that belong to a shared category, such variables were first combined into a single hierarchical variable. Thereafter, a confirmatory factor analysis (CFA) was performed on each factor that confirmed the factor structures by using various goodness-of-fit indices. Subsequent to the CFAs, the validity and reliability of the measuring instrument was assessed. The reliability of the measuring instrument was evaluated using Cronbach’s alpha coefficients, while the assessment of validity involved calculations of the average variance extracted (AVE) estimates and squared correlations between constructs. Based on the results of the reliability and validity assessments, the hypothesised model was revised accordingly. The revised model included Team development competition, Team psychological safety, Cultural intelligence, Team commitment and Perceived deep-level diversity as the independent variables influencing Intra-team knowledge-sharing behaviour. Descriptive statistics and correlation results were presented on the constructs in the revised hypothesised model, while a structural equation modelling (SEM) analysis was the main statistical technique used to test the significance of the relationships between the dependent and the independent variables. The relationships between selected demographic variables and Intra-team knowledge-sharing behaviour were assessed by means of general linear modelling (GLM), a subset of SEM. In light of these analyses, it was concluded that Team psychological safety, Team development competition, Cultural intelligence and Age have a significant influence on Intra-team knowledge-sharing behaviour and could thus be seen as predictors or determinants thereof. Of all the significant relationships identified in this study, Team psychological safety had the strongest effect on Intra-team knowledge-sharing behaviour. One should, however, not lose sight of the impact that competition and cultural intelligence could have on the knowledge-sharing behaviour of individual members participating in knowledge-intensive teams. This study contributes to the body of knowledge-sharing research in general, but also to knowledge-sharing behaviour in a team context in particular. Besides the theoretical contributions, this study makes several practical recommendations to knowledgeintensive businesses on how to manage the team-related factors influencing the Intrateam knowledge-sharing behaviour of individual members participating in knowledgeintensive teams. These recommendations could possibly enhance the competitive advantage of knowledge-intensive businesses.Thesis (PhD) -- Faculty of Business and Economic Sciences, 202

    Non-technical factors that influence the implementation of a knowledge management system in a parastatal organisation in South Africa

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    As the 4th Industrial Revolution (4IR) has influenced all sectors, and workers who accrued their experience over decades are reaching retirement age, it has become imperative in all sectors to access their knowledge, store it, and share it with new employees to avoid such knowledge being lost. Knowledge management aims to take advantage of the intangible assets that would otherwise be wasted: The knowledge developed and held by the organisations' employees, their accumulated experience, and task-specific knowledge acquired by employees. Hence, the importance of knowledge management (KM) practices in driving organisational growth and profitability is well established. However, there is a paucity of literature regarding the influence of non-technical attributes (employee attitude, organisational culture, and organisational politics) in driving the effective implementation of KM across public sector organisations. Hence, the present study addressed the gap in literature by exploring the non-technical attributes that influence the effective implementation of KM in South African parastatals. The present study was based on the assumption that non-technical attributes are as important as the technical attributes for ensuring effective KM implementation. The study was governed by the Ecological Theory of KM, which endorses that individuals, relationships, and learning communities play an important role, including their interaction with each other as well as internal and external factors that motivate them to share adequate, appropriate, and timely knowledge. This research contributes to the theoretical knowledge within the information systems (IS) community through developing models and theories in the extant literature that may account for the influence of organisational culture and politics in influencing the effective implementation of knowledge management systems (KMSs) in South African parastatal organisations. The evidence suggested that knowledge-sharing behaviour among employees is an important determinant for the effective implementation of KM. Hence, it was speculated that organisational culture and organisational politics might also influence KM implementation within South African parastatals by influencing the employee-related attributes. The ontological and epistemological stances that were considered for this study were objectivism and positivism, respectively. Such stances were adopted because it was contended that the realism related to KM implementation could be estimated through objective endpoints. A mixed-method approach was undertaken to obtain the relevant data from the participants. The subjective responses of the participants were obtained through closed-ended and open-ended questions. Since there are different non-technical factors that could influence the effective implementation of KM, it was hypothesised that a positive organisational culture or a positive employee attitude might not always ensure effective KM implementation. The hypotheses were grounded on the concept that a positive attitude by employees might become undermined by a dominant negative organisational culture, and destructive or over-bearing organisational politics. Under such circumstances, the positive attitude of employees would not be sufficient to influence effective KM implementation. The study showed that attitudes of people and a positive organisational culture significantly influenced an effective KM implementation. One of the novel findings in this study was that organisational politics did not significantly impact the implementation of KM practices (p > 0.05). However, the focus group interviews reflected that the parastatal organisation suffered from leadership challenges, which substantiated the lack of a relationship between politics and KM implementation. The major theory that emerged from this study was that knowledge sharing across a parastatal organisation is governed by the interaction of different knowledge-sharing theories. The novel finding that organisational politics might not significantly influence the effective implementation of a KMS could be explained from the theories of knowledge sharing, which mandate that trait theory and social engagement theory might interact in influencing knowledge sharing across employees of parastatal organisations. If organisational politics do not influence knowledge sharing, the altruistic attributes of an employee may still be sufficient to share tacit and explicit knowledge. Future studies should explore the direct interaction between the positive and negative attributes of people, organisational culture, and organisational politics in influencing an effective implementation of KM across a number of parastatal organisations

    The functions of visual management

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    Visual Management has been evolving and effectively employed in some manufacturing and service organisations for a long time. In order to facilitate a cross-industrial learning process and to advance in detailed research the understanding of how the Visual Management concept may serve in an organisation is necessary. The aim of this paper is to identify Visual Management functions and the theoretical base for the construction industry. A detailed literature review and an analysis of the findings were performed accordingly. The necessity of a holistic approach in order to make more use of the Visual Management process and some research opportunities were identified

    Supply Chain Sustainability - The Role of Trust and Relationship

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    This action research project aims to improve economic, social and environmental sustainability of the pre-cast concrete and construction and demolition waste supply chains through the development, trial and evaluation of an innovative supply chain management strategy. The long-term goals are to improve competitive behaviour and market sector performance and improve business process efficiency and effectiveness of public sector program delivery by influencing policy development, changing organisational behaviour and implementation development to achieve economic, social and environmentally sustainable markets. In order to facilitate this, the culture change brought about by implementing relationship management in the supply chain is investigated and this paper reports on this aspect of the project

    The complexities of electronic services implementation and institutionalisation in the public sector

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    This is the post-print version of the final paper published in Information & Management. The published article is available from the link below. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. Copyright @ 2013 Elsevier B.V.Electronic service implementation (ESI) in the public sector attempts to improve efficiency, effectiveness, and transparency of governmental departments. Despite having provided the necessary infrastructure and investment, many governments have struggled to realise such aims due to the various forces that challenge implementation and institutionalisation. Using institutional theory as a lens, we explored the forces influencing the implementation and institutionalisation of ESI in the public sector. While our results reinforced previous research in IT implementation and organisational transformation, they showed that the dynamic nature of technology poses unanticipated pressures, and that these can impede the implementation and institutionalisation process
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