Business development through knowledge sharing among members of sectoral committees

Abstract

PurposeThis paper is an empirical study examining how sectoral committees function as knowledge networks within CCIs in Saudi Arabia. It employs the Madinah Chambers of Commerce and Industry (MCCI) branch as a case study. The research examines the influence of individual factors (taking pleasure in helping others, knowledge of self-efficacy, and outcome expectations), and organisational factors (top management support and knowledge sharing culture) on knowledge sharing, to establish whether knowledge sharing assists in the business development of the members of sectoral committees.Design/methodology/approachThe research uses a quantitative methodology to investigate how knowledge sharing between sectoral committee members can assist in the development of their businesses and industries.FindingsThis research provides valuable information regarding the role of knowledge sharing among sectoral committee members and addresses the challenges facing business owners in sectoral committees. Precisely, the results of the survey showed that knowledge sharing in the CCI was considered crucial.Research limitations/implicationsThe research model was confined to the MCCI and using Saudi Arabia as a context of study, which has a unique organisational culture that influenced the participants' perceptions regarding knowledge sharing, and therefore cannot be generalised to other organisations. Further investigation of knowledge sharing using samples from other countries would give a more robust examination of the studied hypotheses.Practical implicationsThe results provided in this research indicated that the activity of knowledge sharing impacts members' business development. This suggests that enhancing knowledge sharing among members of sectoral committees would support the creation of new ideas that were beneficial to improving their business and investments.Originality/valueTo the best of the author's knowledge, this study is the first to investigate the role of knowledge sharing in business development among sectoral committees, particularly within Saudi Arabian CCIs, and is thus able to offer new insight into existing knowledge sharing in sectoral committees in non-Western contexts.

How exploitative leadership influences on knowledge management processes: the moderating role of organisational citizenship behaviour

“…Leaders' role in KS process is to manage the flow of tacit and explicit knowledge, activate internal and external motivations, improve the organisational climate, establish organisational values, empower subordinates and use information technology (IT). This role leverages KS in an empowering and reliable environment that supports learning and innovation, and thus improve overall performance (Aljuwaiber, 2020;Panahi et al, 2013;Tohidinia and Mosakhani, 2010). KS process comprises four stages.…”

Enabling Knowledge Management Initiatives through Organizational Communities of Practice

“…Receiving attention from senior management supports reviewing and implementing ideas and suggestions. A recent study by Aljuwaiber (2020) corroborates this in an investigation of the role of knowledge sharing in business development among members of sectoral committees. The study found that the level of support from senior management affected the willingness to share knowledge and exchange personal expertise.…”

Organizational Culture Factors to Improve Knowledge Sharing Process: A Systematic Literature Review

“…Openness: [18] mentioned that the openness factor is related to change. It is aligned with [19] statement that people motivated to contribute to knowledge usually have pleasure in helping others because they feel involved in solving problems and engaged in intellectual pursuit. People with an openness to help others tend to do new things that challenge them.…”

“…Knowledge Sharing Drivers [6], [8], [9], [11], [16], [17], [18], [19], [20], [21], [22], [23], [24], [25], [26] Details of the findings can be seen in Table 4 and Table 5. The author extracted the knowledge sharing driver and barrier from each of the literature.…”

“…Meanwhile, organizational factors are related to organizational culture and the role of the organization in supporting every knowledge sharing activity of its employees. [17], [18], [19], [22] 4 Innovation Culture [6], [21], [22] 3 Social Interaction [11], [23], [24] 3 Organization al Drivers Top Management Support [11], [16], [17], [18], [19] 5…”