Peran Barrier Memoderasi Pengaruh Motivasi dan Enabler terhadap Perilaku Berbagi Pengetahuan Pegawai

This study aims to investigate and analyze the effect of motivation, enabler and enabler on knowledge sharing behavior in Ministry of Finance with barrier as moderating variable. This study adopts a quantitative method with a sample of 100 employees of Ministry of Finance. The data employed are primary data derived from questionnaire. Moderated Regression Analysis (MRA) is used to analyse the data. From the results of the study, it was found that motivation and enabler had a significant and positive effect on the knowledge sharing behavior of Ministry of Finance employees. The results also showed that the barrier did not moderate the influence of motivation or enabler on the knowledge sharing behavior of MoF employees

Leveraging Tacit Knowledge Sharing Behaviour in Ngos-Run Elementary Schools in Punjab, Pakistan: Investigating the Role of Ethical Climate and Organizational Commitment

The study is conducted to understand the possible relationship of two dimensions of ethical climate vis-a-vis Benevolent Ethical Climate and Principle Ethical Climate with Tacit Knowledge Sharing Behaviour of the employees working in elementary school system run by third sector. In addition, role of Organizational Commitment as a mediator is also studied. The study was cross sectional, while, data was collected from field setting. For testing the proposed model, primary data was collected through questionnaires - developed by scales adopted from different studies. For validity and reliability of the scales, Confirmatory Factor Analysis was run by using AMOS. Whereas, hypotheses were tested through SEM by using AMOS. The study confirmed the mediating role of Organizational Commitment for Principle Ethical Climate and Benevolence Ethical Climate with Tacit Knowledge Sharing Behaviour

The role of AMO HR practices and knowledge sharing in developing a learning organizational culture:Evidence from the United Kingdom

Purpose: This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship. Design/methodology/approach: A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro. Findings: The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process. Originality/value: A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.</p

Identifying the Impact of Perceived Shared Cultural Values on Knowledge Sharing Through a Social Media Application

Knowledge sharing (KS) has been determined by many researchers as an important tool for problem-solving experiences and achieving success. Recent studies have explained KS as an activity in which knowledge is exchanged through individuals or between organizations. KS can help facilitate decision-making capabilities, stimulate cultural change, and create innovation. Through KS, individuals and organizations can capture explicit and tacit knowledge to save time and money. Previous studies have indicated a lack of research in how perceived shared cultural values impact KS through a social media application. The purpose of this research was to add new information to the body of knowledge in regard to identifying perceived shared cultural values as measured by demographic factors such as age, race, religion, language, and socio-economic status to understand how these characteristics impacted an individual’s ability to share knowledge through social media applications. The goal was to fill the gap in the literature by explaining the effect of perceived shared cultural values on knowledge creation and sharing through the usage of social media applications. The results showed potential generalizability in identifying the type of KS (tacit and explicit) that will occur. Previous studies that focused on KS, culture, social media, and barriers are discussed regarding how these features impact an individual’s ability to share knowledge. Perceived shared cultural values were identified to gain an insight into how these perceived values correlated with actual knowledge being exchanged through social media applications. To test the hypotheses, data were collected based on the analysis of social media postings. A total of 42 participants took the survey. The survey specifically collected the participants’ age, race, religion, language, and socioeconomic status. A total of 113 postings were collected, 30 of which contained no exchange of knowledge. The remaining 83 were analyzed independently by three subject matter experts. The postings of the knowledge being shared between the participants based on their perceived shared cultural values was analyzed and placed into two categories: tacit and explicit KS. The structural equation modeling technique was used to analyze the relationships between the different perceived shared cultural values. The tacit and explicit models were not supported. All ten hypotheses were not supported due to the p-values that were calculated through bootstrapping. The strength of the relationships was calculated and displayed by using SmartPLS. The data collected from the postings and the demographics collected through a survey were an attempt to test the 10 hypotheses. The results indicated that all the hypotheses were not supported due to their significance levels. Several limitations existed in this study, such as sample size, diverse population, amount of knowledge being shared through the social media application, instructional method, and remote nature of teacher involvement. Implications regarding how this study differed from previous studies’ results were provided. Future research suggestions were made to extend the body of knowledge

Knowledge Sharing Among Finance Employees in the U.S. Banking Sector

AbstractBanking is one of the most knowledge-intensive sectors, relying heavily on accrued knowledge and the experiences of employees. Knowledge sharing is the most crucial, yet most difficult, process in knowledge management due to human behavior. The purpose of this qualitative case study was to explore the factors that influence finance employees in the banking sector to participate in knowledge sharing with their colleagues. The overarching research question focused on these factors. The conceptual framework included the self-determination theory, theory of planned behavior, Vroom\u27s expectancy theory, and the socialization, externalization, combination, and internalization model. Criteria for the selected participants included more than three years of working experience in the banking industry. Seven semistructured interviews and 17 questionnaires designed to elicit the perceptions of the participants based on their lived experiences provided the data needed to assess the factors that influence finance employees in the banking sector to participate in knowledge sharing with their colleagues. Data assessment consisted of a thematic analysis, comprised of a pattern comparison of instruments. The findings of this study indicate that the primary factor of employee knowledge sharing among finance employees is managerial influence. The finding suggests that management contributes toward the culture of the workplace and sets performance expectations for knowledge sharing by all employees. The study results could provide managers with the necessary information to improve knowledge-sharing practices in the banking industry based on a better understanding of the perceptions and behaviors of their employees

Exploring the Value of Technology Within Cross-Departmental Communications

While many midsized businesses have invested in technology to support business operations, most have not realized the potential value of using technology to collaborate cross-departmentally. There is a lack of knowledge concerning strategies for using technology to facilitate effective organizational communications, which has resulted in operating technology investments being made without corresponding investments in communication technologies. The purpose of this qualitative case study was to fill the knowledge gap concerning the impact of technology for cross-departmental communications. The theoretical foundation for this study was based on systems theory, organizational theory, and stakeholder theory. The key research question involved the impact that technology has on cross-departmental communications within a midsized business with between 250 and 500 employees. Using a case study approach, data were collected through 17 semi-structured interviews and 23 online surveys from 40 managers across diverse organizations. Applying a thematic process, data were coded and analyzed for themes and patterns. The emerging themes were technology enables effective communications, leadership impacts employee behavior relating to cross-departmental communications, and cross-departmental communications impacts organizational success. These results may assist leaders when instituting strategies to gain value from communication technologies. The implications for positive social change include the potential for managers to better understand the role of technology in relation to internal communications and introduce processes to improve communications and the methods used to communicate

Knowledge sharing within the Kingdom of Saudi Arabia large construction organisations

A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the degree of Doctor of Philosophy.An increasing number of Kingdom of Saudi Arabia (KSA) construction organisations are turning to knowledge sharing as a key to leverage their distinctive core competencies in their pursuit of competitive advantage. However, the construction industry is one of the most challenging environments where managing people effectively is vital to ensure that they contribute their knowledge to organisational success. Knowledge sharing is part of knowledge management process, one of the building blocks for an organisation’s success and acts as a survival strategy in this knowledge era. However, knowledge sharing is an under-researched area in the KSA large construction organisations context, despite several policy transformations announced by the KSA government. Thus, the main aim of this research was to investigate how KSA large construction organisations are knowledge sharing en-route to competitiveness. The findings are based on qualitative methodology adopting semi-structured interviews with 44 professionals. The content analysis revealed five key drivers for knowledge sharing. The single most important driver for knowledge sharing is the integration of knowledge assets. Furthermore, seven key knowledge sharing strategies are implemented in large construction organisations in the KSA. Regular sharing of best practices related to project knowledge is the most widely implemented. The study revealed eight knowledge sharing techniques and technologies that are extensively used in the KSA large construction organisations. The key challenge for knowledge sharing is the lack of communication skills whereas knowledge sharing strategies contribute to the acceleration of construction processes. A framework for knowledge sharing was developed and evaluated for the benefit of KSA large construction organisations, which is the main contribution to the knowledge. The study concludes that knowledge sharing is an integrated and complex process. The results suggest that, for effective implementation of knowledge sharing strategies, there is an urgent need for the KSA large construction organisations to develop and deploy appropriate knowledge sharing related management training programmes. The most estimable contribution of this study is to provide valuable insights that would help the KSA construction industry’s decision makers to implement knowledge sharing strategies to improves the sector’s competitiveness. The findings of this research are limited to the KSA construction industry context only; as such, the generalisability of the results outside this context may be very limited.Kingdom of Saudi Arabi