The Experts below are selected from a list of 190674 Experts worldwide ranked by ideXlab platform
Marc Buelens - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Sharing in public sector organizations: The effect of organizational characteristics on interdepartmental Knowledge Sharing
Journal of Public Administration Research and Theory, 2007Co-Authors: Annick Willem, Marc BuelensAbstract:Public sector organizations are mainly Knowledge-intensive organizations, and to exploit their Knowledge, effective Knowledge Sharing among the different departments is required. We focus on specific characteristics of public sector organizations that increase or limit interdepartmental Knowledge Sharing. Three types of organization-specific coordination mechanisms directly influence Knowledge Sharing between departments. Organizations are also characterized by members' social identification and trust, which in the absence of power games are assumed to create a Knowledge-Sharing context. Data are collected by a questionnaire survey in the public sector. The sample consists of 358 cooperative episodes between departments in more than 90 different public sector organizations. Structural equation modeling reveals the importance of lateral coordination and trust. The combination of power games and informal coordination seems to be remarkably beneficial for Knowledge Sharing. Furthermore, compared with other public sector organizations, government institutions have organizational characteristics that are less beneficial for Knowledge Sharing.
Huigang Liang - One of the best experts on this subject based on the ideXlab platform.
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team climate empowering leadership and Knowledge Sharing
Journal of Knowledge Management, 2011Co-Authors: Yajiong Xue, John Bradley, Huigang LiangAbstract:– The purpose of this research is to investigate the impact of team climate and empowering leadership on team members' Knowledge‐Sharing behavior., – A research model was developed based on prior Knowledge management studies. Survey data were collected from 434 college students at a major US university, who took courses that required team projects. The partial least squares technique was applied to test the research model., – Team climate and empowering leadership significantly influence individuals' Knowledge‐Sharing behavior by affecting their attitude toward Knowledge Sharing. These two constructs also have significant direct effects on the Knowledge‐Sharing behavior., – The student sample and US setting might limit the generalizability of the findings. Nonetheless, this study is based on and extends prior research, which provides a deepened understanding of Knowledge Sharing in the team context., – This research has practical implications for how to design teams to facilitate Knowledge Sharing. It suggests that cohesive, innovative teams with members trusting one another and led by empowering leaders will have a higher level of Knowledge Sharing., – This research originally examines the effects of both team climate and empowering leadership on Knowledge Sharing. Little prior research has carried out such an integrated analysis. This paper will have significant value for organizations trying to redesign teams to enhance Knowledge management.
Andreas Riege - One of the best experts on this subject based on the ideXlab platform.
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Three-dozen Knowledge-Sharing barriers managers must consider
Journal of Knowledge Management, 2005Co-Authors: Andreas RiegeAbstract:Purpose – Knowledge Sharing is the corner-stone of many organisations’ Knowledge-management (KM) strategy. Despite the growing significance of Knowledge Sharing's practices for organisations’ competitiveness and market performance, several barriers make it difficult for KM to achieve the goals and deliver a positive return on investment. This paper provides a detailed review of current KM and related literatures on a large number of possible Knowledge-Sharing barriers with the purpose of offering a more comprehensive and structured starting-point for senior managers when auditing their organisation's current Knowledge base and Knowledge-Sharing requirements. Design/methodology/approach – This article reviews and discusses over three dozen potential Knowledge-Sharing barriers, categorising them into three main domains of recently published works: individual/personal, organisational, and technological barriers. Findings – The extensive list of Knowledge Sharing barriers provides a helpful starting point and guideline for senior managers auditing their existing practices with a view to identifying any bottle-necks and improving on the overall effectiveness of Knowledge-Sharing activities. Practical implications – Managers need to realise, however, that a particular Knowledge Sharing strategy or specific managerial actions will not suit all companies and that there are differences to be expected between MNCs and SMEs, private, public sector, and not-for-profit organisations. As such, the implementation of Knowledge-Sharing goals and strategies into an organisation's strategic planning and thinking will vary greatly. Originality/value – The main discussion of this paper brings together a large range of Knowledge- Sharing barriers in an attempt to indicate the complexity of Knowledge Sharing as a value-creating organisational activity.
Annick Willem - One of the best experts on this subject based on the ideXlab platform.
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Knowledge Sharing in public sector organizations: The effect of organizational characteristics on interdepartmental Knowledge Sharing
Journal of Public Administration Research and Theory, 2007Co-Authors: Annick Willem, Marc BuelensAbstract:Public sector organizations are mainly Knowledge-intensive organizations, and to exploit their Knowledge, effective Knowledge Sharing among the different departments is required. We focus on specific characteristics of public sector organizations that increase or limit interdepartmental Knowledge Sharing. Three types of organization-specific coordination mechanisms directly influence Knowledge Sharing between departments. Organizations are also characterized by members' social identification and trust, which in the absence of power games are assumed to create a Knowledge-Sharing context. Data are collected by a questionnaire survey in the public sector. The sample consists of 358 cooperative episodes between departments in more than 90 different public sector organizations. Structural equation modeling reveals the importance of lateral coordination and trust. The combination of power games and informal coordination seems to be remarkably beneficial for Knowledge Sharing. Furthermore, compared with other public sector organizations, government institutions have organizational characteristics that are less beneficial for Knowledge Sharing.
Bojan Obrenovic - One of the best experts on this subject based on the ideXlab platform.
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The Enjoyment of Knowledge Sharing: Impact of Altruism on Tacit Knowledge-Sharing Behavior.
Frontiers in Psychology, 2020Co-Authors: Bojan Obrenovic, Du Jianguo, Diana Tsoy, Slobodan Obrenovic, Muhammad Aamir Shafique Khan, Farooq AnwarAbstract:Knowledge Sharing between individuals is a key process for Knowledge-intensive organizations to create value and gain a competitive edge. An individual is in the center of a complex set of factors, which are conducive to the Knowledge Sharing process. The purpose of the empirical study is to explain the interaction mechanisms between personality and Knowledge Sharing behavior and to examine the mediating effects of willingness to share Knowledge and subjective norm. The Theory of Planned Behavior, The Social Exchange Theory and Big Five Personality traits theory, were combined to explain tacit Knowledge Sharing behavior. A survey strategy and purposive sampling was applied, and the analysis was conducted on the sample of 288 employees from Croatia working on Knowledge-intensive tasks, for which high levels of tacit Knowledge Sharing are characteristic. A standard online questionnaire consisted of items evaluated on a seven-point Likert-scale ranging from Strongly agree (7) to Strongly disagree (1). In the structural model, relationships between altruism, willingness, subjective norm and tacit Knowledge Sharing were tested. Confirmatory Factor Analysis with Maximum likelihood estimation was performed by using SEM software AMOS version 23. The findings of the study suggest that altruism has a direct impact on tacit Knowledge Sharing, reaffirming relationship with Knowledge Sharing, but distinguishing between Sharing of different types of Knowledge, assessing tacit Knowledge Sharing as a construct separate from general Knowledge Sharing. Our findings suggest that willingness to share is a predictive factor of Knowledge Sharing behavior between employees, having both direct impact on tacit Knowledge Sharing and being a mediator between the trait of altruism and tacit Knowledge Sharing. The mediation test also indicated that altruism had an indirect influence on tacit Knowledge Sharing when subjective norm was a mediator. The findings suggest that personality traits relying on social capital, such as altruism, have more influence on tacit Knowledge Sharing compared to personality traits that have accentuated intrinsic components. The study contributes to the better understanding of factors stimulating Knowledge-Sharing behaviors and provides recommendations based on empirical evidence, which may later be applied in the development of Knowledge Sharing leadership styles, employee hiring, and auxiliary initiatives.
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The value of Knowledge Sharing: impact of tacit and explicit Knowledge Sharing on team performance of scientists
International Journal of Management Science and Business Administration, 2015Co-Authors: Bojan Obrenovic, Slobodan Obrenovic, Akmal HudaykulovAbstract:Knowledge Sharing that takes place among team members is a process of great relevance that builds ties and relationships which in turn results in positive organizational and team outcomes. However, as it is not usually formally included in the job descriptions and is not a formal part of organizations’ and team activities, it is considered to be an organization citizenship behavior. Our paper emphasizes significance of tacit and explicit Knowledge Sharing to team performance in the context of scientific cooperation. Positive relationship between tacit Knowledge Sharing and explicit Knowledge Sharing with team performance was found using linear regression. Furthermore, high levels of Knowledge Sharing and team performance were identified among scientists
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The value of Knowledge Sharing: impact of tacit and explicit Knowledge Sharing on team performance of scientists
Information and Knowledge Management, 2014Co-Authors: Bojan Obrenovic, Slobodan Obrenovic, Akmal HudaykulovAbstract:Knowledge Sharing that takes place among team members is a process of great relevance that builds ties and relationships which in turn results in positive organizational and team outcomes. However, as it is not usually formally included in the job descriptions and is not a formal part of organizations’ and team activities, it is considered to be an organization citizenship behavior. Our paper emphasizes significance of tacit and explicit Knowledge Sharing to team performance in the context of scientific cooperation. A positive relationship between tacit Knowledge Sharing and explicit Knowledge Sharing with team performance was found using linear regression. Furthermore, high levels of Knowledge Sharing and team performance were identified among scientists. Keywords: Team performance, Knowledge Sharing, Tacit Knowledge, Explicit Knowledge, Scientific cooperation
