Knowledge-Sharing Enablers and Barriers in Research Centers: A Literature Review

The purpose of the study is to explore the enablers and barriers of knowledge-sharing and consider how knowledge-sharing is implemented by research centers. The literature review covers journals which are indexed (Scopus, ProQuest, and Thomson Reuters) and specialized in knowledge-sharing in research centers. The papers could be easily explored using the key search terms via search engines such as Google Scholar, Emerald Insight, and ProQuest. The review process included the studies from 1994 to 2018. Key search terms include “knowledge management”, “knowledge sharing”, “knowledge sharing enablers and barriers”, and “research centers” to reduce interpretation bias. Individual enabler factors supporting knowledge-sharing consist of social relations and networks, physical proximity to colleagues, a ‘no stupid questions' culture, monetary rewards, trust, openness in communication, interactive communication, and intrinsic motivational factors. Meanwhile organisational factors include the provision of meeting facilities and informal spaces, appreciation of research by firms and society, diffusion and routine dissemination, simplification of the patenting process, organizational rewards, organizational culture, intention to knowledge sharing methods, extrinsic motivation factors, and others (teamwork, and solid research team). The study was approached from a theoretical perspective and the model proposed can be empirically validated by identifying statements for each dimension. Future research should explore more empirical studies from different countries especially case studiesin research centers. Keywords: knowledge management, knowledge sharing enablers and barriers, research center

Investigating the Link Between Conflict Management, Compensation, Work Motivation on Employee Performance Sales People

In today's modern industry, where intense competition between companies in the global economic era requires companies to always be the foremost and best in providing satisfying services to consumers. In this case the sales force is one of the company's human resources that has a role in achieving the company's goals. This study aimed to investigate the effect of conflict management, compensation, work motivation on the employee performance of sales people. The sampling technique the researchers used is proportional random sampling. In this study, researchers used 200 samples taken. The number of population is one dealer with four different ones, so the sample is also different. The number of sales people who were sampled 200 respondents from 302 salespeople. The sample size is proportional to the population at each dealer. Statistical tools used in this research is Structural Equation Model (SEM). Data are analyzed by using statistical software LISREL 8.5. This study resulted in the finding that Conflict management has positive effect on work motivation. Conflict management has positive effect on employee performance. Compensation has positive effect on work motivation. Compensation has positive effect on employee performance. Work motivation has positive effect on employee performance. Conflict Management also has an indirect influence through work motivation. Compensation also has an indirect influence through work motivation