How expected benefit and trust influence knowledge sharing

[[abstract]]Purpose – The purpose of this paper is to look at the relationships among factors which result in improved knowledge sharing, through the empirical validation of a theoretical model consisting of three dimensions: expected benefit in relation to knowledge sharing, trust at workplace, and employee knowledge-sharing behavior. Design/methodology/approach – This study targets three technological companies with a total of employees exceeding 1,500 (n=563), utilizing a survey questionnaire as the data collection instrument to test the relationship among the three dimensions. The structural equation modeling approach is used to test the proposed model. Findings – The results show that trust at workplace has a mediating effect on organizational knowledge-sharing behavior. It is also discovered that there is significant correlation between expected personal benefit through sharing knowledge and the development of trust at workplace. Originality/value – This study contributes empirical data to the predominantly theoretical literature by offering a deeper understanding of the mediating effect of trust on employee's expected benefit for the purpose of knowledge exchange behavior within teams and among teams.[[incitationindex]]SCI[[booktype]]紙

Knowledge Sharing and the Psychological Contract: Managing Knowledge Workers across Different Stages of Employment

Purpose – An employee’s willingness to share knowledge may be contingent on whether the organization equitably fulfills its reward obligations. This paper seeks to examine how managers and organizations can be vehicles for managing psychological contract perceptions favoring knowledge sharing among current employees, newcomers, and applicants. Design/methodology/approach – The authors propose an integrative model to discuss psychological contract issues within each stage of employment and HRM initiatives that can encourage knowledge-sharing behaviors. Findings – The implicit psychological contracts that often influence knowledge worker attitudes for sharing knowledge are easy to overlook and challenging to manage. Managers must properly assess the nature of psychological contracts maintained by such workers so that knowledge-sharing messages address employees’ key motivators. Different psychological contracts exist at various stages of employment. Several prescriptions for effectively managing each type of psychological contract and reducing perceptions of PC breach were offered. Research limitations/implications – Empirical studies should seek to investigate whether different psychological contracts actually exist within a field setting. In addition, how workers move between transitional, transactional, balanced and relational psychological contracts should be empirically examined. Originality/value – The authors sought to better understand the different psychological contract perceptions of knowledge workers at various stages of employment, which has not been done to date. Such workers are keenly aware of the impact of their knowledge and effective management for sharing rather than hoarding becomes a critical success factor for knowledge-intensive organizations

On-the job knowledge sharing: how to train employees to share job knowledge

One of the challenging issues many organizations are facing is to find the best ways to encourage employees share what they have learned on their jobs. Rewarding employees may be one of the techniques used to promote knowledge sharing but there are still psychological barriers preventing employees from sharing knowledge. In many cases, rewarding employees for sharing knowledge ends up in developing the behaviour of hoarding knowledge among employees. Based on a review of existing literature, this article explains how employers can make employees practice knowledge sharing in their daily work activities. The article introduces 12 approaches on how knowledge sharing can be cultivated in the job and train employees to accept that it is their job to share knowledge. Some of the methods discussed include; peer assist, training and mentoring, challenging projects, job description, job rotation, cross training, and sharing sessions. The article also discusses how on-the-job knowledge sharing can promote individual performance among employees. The intention of this article is to provide a framework that helps organizations to choose various methods of knowledge sharing that suit the organization’s needs in order to cultivate sharing of job knowledge and to save the knowledge as an asset

Knowledge-centered culture and knowledge sharing: the moderator role of trust propensity

Purpose: This research aims to evaluate if knowledge-centered culture (KCC) fosters knowledge sharing equally across employees with different levels of trust propensity, an enduring individual characteristic. Design/methodology/approach: A cross-sectional questionnaire study was conducted with 128 US-based employees. Findings: The authors found that KCC only promoted knowledge sharing in individuals with high levels of trust propensity. For individuals with low levels of trust propensity, KCC had no effect on knowledge sharing. Research limitations/implications: The authors focused exclusively on trust propensity as a moderator. Future research could analyze the role of other enduring individual differences in the relationship between KCC and knowledge sharing. Practical implications: A KCC may be inefficient in promoting knowledge sharing in employees with low propensity to trust. Recruitment and selection of individuals with a high propensity to trust is a possible solution to enhance the association between KCC and knowledge sharing in organizations. Originality/value: By identifying an enduring individual characteristic that shapes the relationship between KCC and knowledge sharing, the authors move toward the development of a contingent view of KCC and show that KCC fosters knowledge sharing differently across employees

Learning Leaders: a multi-method evaluation, final report

This report investigates findings arising from a variety of forms of feedback on Cumbria Partnership Foundation Trust’s “Learning Leaders” Programme (henceforth LLP) running from 2012-2013

Social Capital: A review from an ethics perspective

In this paper we extend previous reviews of the social capital literature to encompass an ethics perspective. First, we update previous reviews of social capital. Social capital continues to gain currency in both academic and practical circles, despite relatively little critical reflection on the implications of promoting this popular concept. Our work goes some way to rectifying this paucity in understanding what has been termed the ‘dark side’ of social capital. In particular, we review the social capital concept from the perspective of three theories of business ethics: utilitarianism, justice and ethic of care. While the utilitarian perspective closely parallels accounts of social capital’s rationale, the concept’s operation is mirrored very closely by the assumptions underpinning the ethic of care, while the dark side of social capital is commonly given voice in justice-based critiques. We conclude by considering the implications of our analysis

Understanding the basic concepts of knowledge sharing in organization

Knowledge sharing is the most vital activities in knowledge management processes. Many organization members are still not realize the importance of sharing their knowledge. The perceptions on the knowledge management are varies but the main intention is; when knowledge is created in organization, it is need to be share and capture the knowledge itself. This paper attempts to give a basic understanding about knowledge sharing types, barriers, and factors that will affect organizational learning performance. The idea and illustration graph adapted from previous literature's in order to make a comprehensive overview about the topic discussed

The Importance of Transparency and Willingness to Share Personal Information

This study investigates the extent to which individuals are willing to share their sensitive personal information with companies. The study examines whether skepticism can influence willingness to share information. Additionally, it seeks to determine whether transparency can moderate the relationship between skepticism and willingness to share and whether 1) companies perceived motives, 2) individual’s prior privacy violations, 3) individuals’ propensity to take risks, and 4) individuals self-efficacy act as antecedents of skepticism. Partial Least Squares (PLS) regression is used to examine the relationships between all the factors. The findings indicate that skepticism does have a negative impact on willingness to share personal information and that transparency can reduce skepticis