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.
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.
Purpose – The purpose of this paper is to develop a theoretical model of the determinants of workplace deviant behaviour among support personnel in Malaysian Public Service organisations. Design/methodology/approach – This study is based on reviews of past studies on workplace deviant behaviour. To conduct the literature review, several keywords were identified. Several electronic databases available at the university ' s library such as Springer, Proquest, SAGE, Emerald, EBSCOHost, Science Direct, and Blackwell Synergy were used to search for supporting materials and resources. Findings – In the reviews, the authors found three potential groups of workplace deviant behaviour determinants among support personnel. The determinants are individual-related factors, organisational-related factors, and work-related factors. The paper established job satisfaction as a mediating variable between the three potential groups of determinants and workplace deviant behaviour. Practical implications – Future research could provide a more definitive theoretical statement of workplace deviant behaviour and develop an additional proposition which may be derived from a more refined theory. Practical interventions for HRD professionals were suggested to assist individuals and organisations towards reducing the prevalence of workplace deviant behaviour. Originality/value – The research yields a theoretical framework that outlines the predictive potential of the three key factors in explaining workplace deviant behaviour among support personnel. The factors can be considered in developing HRD practices.
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