Determinants of Knowledge Sharing Behaviour among Academics in United Arab Emirates

Abstract

The main objectives of this research are to (i)

Mediating Effect of Leaders’ Behaviour on Organisational Knowledge Sharing and Manufacturing Firms’ Competitiveness

“…The result is consistent with the outcome of the study of Muhammed & Zaim (2020) that found that leaders' supports are fundamental in knowledge sharing behaviour, which in turn would lead to increased performance. The result confirms the position of Skaik and Othman (2014) that management support is critical towards driving knowledge sharing that would lead to increased competitiveness for an organisation.…”

“…Organisations' work structure has been found to be fundamental to knowledge sharing (Hall, 2001;Karim & Majid, 2018;Xue et al, 2011). Effective knowledge sharing is only possible when there is a smooth flow of interaction among employee's in the organisation (Skaik & Othman, 2014). Knowledge sharing has been proven to be possible in a work design that allows for sharing (Foss et al, 2009;Karim & Majid, 2018).…”

“…Moreover, for knowledge sharing to thrive, there is a need for structural adjustment in the form of job design to ensure its smooth operation (Karim & Majid, 2018). The arrangement of tasks must be clearly and orderly synchronised to give room for smooth operation (Skaik & Othman, 2014). Also, employees who are the main participants in this process have to be motivated for them to buy into the idea and willingly engage in the knowledge sharing or receiving knowledge shared (Pee & Lee, 2015).…”

“…Consequently, it is obvious that for manufacturing firms in Nigeria to gain competitiveness they must be innovative in their operations and processes. Skaik and Othman (2014) held that knowledge sharing allows employees to develop the right innovative behaviour that will allow the firm to gain competitiveness. Hence, the need to assess the extent to which knowledge sharing through supportive leadership behaviour is sufficient towards ensuring increased competitiveness.…”

Factors affecting Happiness of Expatriate Academicians and Expatriate Non-Academicians in Dubai

“…The way of learning, working culture, willingness to share and take chances to share knowledge, play a very important part in improving the knowledge among academic staff in public universities (Sohail, 2009). To create and maintain a knowledge sharing culture in universities, the management should provide the employees with necessary tools and work environment which encourages knowledge sharing (Skaik, 2014). The Deans and Head of departments in universities should keep in mind intrinsic rewards when formulating reward policies (Jahani, 2011) as there is a positive relationship between knowledge sharing and rewards attached to it (Bartol, 2000).…”