Analysing lawyers’ attitude towards knowledge sharing

Olatokun, Wole Michael; Elueze, Isioma

doi:10.4102/sajim.v14i1.507

Cited by 17 publications

(17 citation statements)

References 6 publications

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“…Wu and Zhu (2012) defined KS as a degree to which knowledge workers share their knowledge with their colleagues or peer groups. KS is the act of making the required knowledge accessible to others within organizations (Olatokun and Elueze, 2012). KS is the key element for transforming personal knowledge into organizational knowledge (Nonaka, 1994;Foss et al, 2010).…”

Section: Theory Of Planned Behaviormentioning

confidence: 99%

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Jalili

Ghaleh

2020

VJIKMS

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Purpose The purpose of this paper is to summarize the application of the theory of planned behavior (TPB) in predicting knowledge sharing behavior (KSB) based on a systematic literature review. Design/methodology/approach A meta-analysis was applied as a research methodology, and 47 studies were included in this study with a total population of 15,528 people (mean = 353). The authors summarized previous studies which used the TPB for predicting (KSB). Findings Findings reveal that KSB is determined jointly by knowledge-sharing intention (KSI) and perceived behavioral control (PBC). Intention itself is a function of attitude toward knowledge sharing, subjective norm surrounding knowledge sharing and PBC to perform KSB. Practical implications The primary implication of this meta-analysis is to deeply interpret the essence of KSB r and its determinants, in which managers can foster the conduction of this valuable behavior in their organizations. However, as a limitation, a remarkable threat to validity in the existing literature is a potential “cooperation bias” in which participants likely overestimate their knowledge sharing intention and knowledge sharing behavior. In future studies, this limitation can be addressed by measuring actual KSB. Originality/value This study is the first meta-analysis conducted to investigate the prediction power of the TPB for determining KSB. While there are several contradictions reported in the researches which used the TPB in the knowledge-sharing context, this research has summarized and reported the results.

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Section: Theory Of Planned Behaviormentioning

confidence: 99%

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Jalili

Ghaleh

2020

VJIKMS

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“…The findings indicated that social networking tools were effective and that the IBM management team encourages employees to make more use of the tools for knowledge sharing and knowledge creation. Olatokun and Elueze (2013) conducted a field survey in Ibadan, Nigeria to examine the factors that affect lawyers' attitudes to knowledge sharing, and their knowledge sharing behaviour. The study revealed that the level of IT usage significantly affected the knowledge sharing behaviour of lawyers.…”

Section: Strategies For Enhancing Knowledge Retention In Public Sector Organizationsmentioning

confidence: 99%

Knowledge retention strategies in public sector organizations

Dewah

Mutula

2014

Information Development

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This article discusses knowledge retention strategies in public sector organizations in sub-Saharan Africa. Based on a survey of empirical and theoretical literature the article addresses the following research questions: What organizational learning activities take place in public sector organizations? What strategies are public sector organizations using to capture and retain knowledge? What ICT infrastructure is available in public sector organizations for knowledge capturing and sharing? What challenges face public sector organizations in sub-Saharan Africa in capturing and retaining knowledge? What is the current status of knowledge retention in the public sector in sub-Saharan Africa? The results reveal that public sector organizations are using various strategies such as codification, personalization, training, education, workshops, seminars, storytelling, mentoring and apprenticeship to capture and retain knowledge. The ICT infrastructure available for capturing and retaining knowledge in the public sector includes institutional repositories, emails, global networks databases, portals, accounting and financial systems, human resource systems, knowledge route-maps knowledge networks and discussions forums. The challenges for managing knowledge assets in public sector organizations include limited understanding of KM benefits; shortage of skill; lack of incentives or rewards to share knowledge; lack of appropriate technology; limited commitment from senior management, lack of appropriate models to learn from and brain drain. The implementation of e-government initiatives across the continent was starting to institutionalize and promote knowledge management strategies in public sector organizations. The results from this article provide a foundation for knowledge management policy formulation to enhance efficiency and service delivery in public agencies.

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“…From an organizational behaviour perspective, attitude influence people's behaviour and influence how they interact with other organizational members. A study by Olatokun and Elueze (2012) reveal that attitude towards KS significantly determined the intention to share knowledge, which then determines KS behaviour. Therefore, it is expected that the higher the level of favourable attitude towards KS, the higher the level of interpersonal KS in organizations.…”

Section: Attitudementioning

confidence: 99%

Enhancing Organizational Performance by Knowledge Sharing

Chau¹

2018

JBTP

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<em>Knowledge management can be regarded as one of the key processes of organizational learning. It is well accepted that learning organizations can enhance their capability and hence competitiveness and performance through learning. Recognizing the importance of knowledge management, researchers are interested in exploring knowledge sharing activities because such activities are the cornerstone of other knowledge management activities. It is argued that a fundamental purpose of managing knowledge is to establish a shared context in organizations. As such, what factors affect interpersonal knowledge sharing and how they affect interpersonal knowledge sharing in organizations are critical and worth noting. A preliminary model from an organizational behavior perspective is proposed which will serve as the framework for further study.</em>

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Analysing lawyers’ attitude towards knowledge sharing

Cited by 17 publications

References 6 publications

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Knowledge sharing and the theory of planned behavior: a meta-analysis review

Knowledge retention strategies in public sector organizations

Enhancing Organizational Performance by Knowledge Sharing

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