Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service

Purpose: This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach: An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings: The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications: The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications: Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing. Originality/value: The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation

Predictors of knowledge sharing behaviour and mediating role of organisational commitment among Malaysian public service administrators

Fostering employees’ knowledge sharing behaviour (KSB) is an important agenda for the HRD practitioners in this knowledge era. This is because knowledge sharing has been identified as the most crucial process for effective knowledge management and has been associated to organisational performance. Although in recent years studies associated to knowledge sharing started to proliferate, however, the mediating effect of organisational commitment on the relationships between the intrinsic motivational factors (knowledge self-efficacy, enjoyment in helping others, public service motivation), extrinsic motivational factors (reciprocity, recognition practices), comfort factors (time availability, ICT support) and organisational socialisation factors (social network, trust) and KSB were poorly understood. Moreover, less focus was given to the administrators in the Malaysian public sector organisations. Therefore, to bridge these gaps and to gain new insights, this study aims to examine selected factors that influence KSB and the mediation effect of organisational commitment among the Malaysian public service administrators. The study theorised knowledge sharing using the General Workplace Commitment Model by Meyer and Herscovitch (2001) as the main underpinning theory and has integrated it with Three Component Model of Organisational Commitment (Meyer & Allen, 1991), Self Determination Theory (Deci & Ryan, 1985) and Social Capital Theory (Nahapiet & Ghoshal, 1998) to explain Malaysian public service administrators’ KSB. The present study employed a quantitative approach with correlational research design. In addition, it adopted a cross-sectional survey using structured questionnaires in data collection. A number of 231 Administrative and Diplomatic Service (ADS) Officers Grade M44 and above (the respondents) from various ministries/central agency of Malaysian public sector organisations in Putrajaya, the Federal Administrative Centre of Malaysia participated in this study. Their responses were analysed for descriptive statistics to determine the levels of all continuous variables involved in this study. As for the proposed hypotheses, the data were analysed using PLS-SEM. The analysis of descriptive statistic indicated that Malaysian public service administrators actively engage in KSB. The study revealed that intrinsic motivational factors (knowledge self-efficacy, enjoyment in helping others, PSM) are key factors in developing administrators’ affective commitment towards the organisation. Further, it showed that, organisational socialisation factors (trust, social network) are crucial factors in developing administrators’ normative organisational commitment. As a whole, the study found that affective organisational commitment is the key intermediate factor to enable intrinsically motivated administrators to engage in KSB. In addition, it was found that normative organisational commitment is pertinent intermediate factor to enable administrators who are socially connected in a trustworthy environment to engage in KSB

Predictors of knowledge sharing behaviour: a proposed model for the Malaysian public sector managers

Limited studies have focused on the factors that influence knowledge sharing behaviour of managers in the Malaysian public service. Moreover, little is known about the predictors of knowledge sharing behaviour, incorporating its two dimensions i.e. knowledge donating and knowledge collecting. Therefore, the aim of this paper is to build a knowledge sharing model among managers in the Malaysian public service. Based on the reviews of relevant knowledge sharing literature and from the lens of Theory of Planned Behaviour and Self-Determination Theory, several factors were found to be potential predictors of manager’s knowledge sharing behaviour. Individual factor (attitude towards knowledge sharing), organisational factor (organisational climate) and resource factors (time availability and ICT support) are important predictors of intention to share knowledge. Intention to share knowledge and intrinsic motivational factors (knowledge self-efficacy and enjoyment in helping others) are important predictors of knowledge sharing behaviour (knowledge donating and knowledge collecting)

Knowledge sharing is knowledge transfer: a misconception in the literature

Purpose: The paper aims to clearly differentiate knowledge sharing (KS) and knowledge transfer (KT) besides exemplifying their interconnections to minimize the current confusions in the knowledge management (KM) literature. Design/methodology/approach: An extensive literature review method was used to analyse relevant literature on both KS and KT to clearly delineate their differences and their interconnections. Findings: The paper found that KS is a subset of KT (using personalization strategy), whereas KT as a whole is a broader concept, if compared with KS. However, KS is not one of the immediate processes involved in KT (using codification strategy). The processes involved in KS and KT differ according to the strategy used (in KT) and perspective chosen (in KS). Other findings include KS (unidirectional) as reflective concept (viewed so far), whereas KS (bidirectional), KT (personalization) and KT (codification) as formative concepts. Research limitations/implications: The findings of this paper were based on the review of selected relevant articles only. Practical Implications: The paper will minimize the current confusions in the KM literature and will assist future researches on both KS and KT to ensure what these concepts entail to avoid construct underrepresentation. Originality/value: As compared to previous attempts, the present paper has shown the interconnections between KS and KT, as well as the differences based on the two perspectives of KS (unidirectional/bidirectional) and the two strategies of KT (personalization/codification), and such effort is new in the literature