An empirical study of the effects of knowledge sharing and learning behaviors on firm performance

Law, Chuck C.H.; Ngai, Eric W.T.

doi:10.1016/j.eswa.2007.03.004

Cited by 158 publications

(107 citation statements)

References 29 publications

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“…Second, knowledge sharing affects financial performance -it enhances profitability (Pfeffer, 1998in Fong et al, 2011, reduces cost (Peet, 2012), as it reduces the need to train new employees by ensuring the use of certain knowledge repeatedly, thus avoiding making the same mistakes. Finally, knowledge sharing has an influence on the efficiency of human resource use because it contributes to better productivity and higher quality of an organization's performance (Law and Ngai, 2008;Tuan, 2012;Yen-Ku Kuo et al, 2014), reduces the risk of losing unique knowledge if a certain employee leaves the organization (Kubo et al, 2001), causes organization members to gather knowledge more conveniently and rapidly (Chiang et al, 2011), and so generate collective learning (Chen and Huang, 2009).…”

Section: Introductionmentioning

confidence: 99%

Human resource management practices stimulating knowledge sharing

Matošková

Směšná

2017

Management &Amp; Marketing

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Section: Introductionmentioning

confidence: 99%

Human resource management practices stimulating knowledge sharing

Matošková

Směšná

2017

Management &Amp; Marketing

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“…Knowledge sharing leads to improvement in innovation capability (Fong et al, 2011;Riege, 2005), better decision making by individuals and groups throughout the organization (Yuliansyah & Alvia, 2016), better and higher performance (Fong et al, 2011;Fugate, Stank, & Mentzer, 2009;Law & Ngai, 2008), better product and service offering to customers (Fong et al, 2011) that are brought faster to a target market (Riege, 2005), and increasing their ability to achieve individual and organizational goals (Seba et al, 2012). Thanks to knowledge sharing, people are able to quickly expand their knowledge, improve problem solving, increase work performance and improve work processes and create new business opportunities (Yen-Ku Kuo, Tsung-Hsien Kuo, & Li-An Ho, 2014;Yi, 2009).…”

Section: Knowledge Sharingmentioning

confidence: 99%

Measuring Knowledge

Matošková¹

2016

JOC

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Knowledge is a key to creating a sustainable competitive advantage. Measuring knowledge of an organization as a unit allows for, in addition to other things, benchmarking it against other organizations as well as comparing the development within the organization in the course of time. Additionally, measuring the knowledge of individuals and groups helps identify key workers and can also be used when recruiting a new work force, while evaluating employees' work performances, or to check the course of the adaptation of a new employee. Even though the field of measuring knowledge belongs, in comparison with other topics, among the lesser-developed fields in the management of knowledge, a number of approaches that can be used to measure knowledge have been introduced. The aim of this study is to present an overview of methods which can be applied when measuring the knowledge of organizations, groups or individuals and thus provide a practical list of methods which feature in literature mostly for practitioners and novices in this field. The study is based on a content-analysis of literature.

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“…In addition, cost saving is also a benefit that can be realized through utilization of KMS. The practices of learning new knowledge, and sharing what is known by individuals, would enhance organizational capabilities and firm performance in terms of cost saving (Law & Ngai, 2008). Cost saving represents approximately one-quarter of benefits from KM investment (Anderson, 2002).…”

Section: Benefitsmentioning

confidence: 99%