Enhancing Organizational Performance by Knowledge Sharing

Chau, S. L.

doi:10.22158/jbtp.v6n2p154

Cited by 6 publications

(7 citation statements)

References 85 publications

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“…According to Sigalaa and Chalkiti (2015) and Asiedu, Abah, and Dei (2022), different KS strategies are used to share different types of knowledge. As indicated by Chau (2018), it is not difficult to share explicit knowledge as it is already codified and stored in the organisation repository as databases, documents or manuals ready to be used by employees. However, other studies (Appel-Meulenbroek et al, 2018;Chau, 2018;Al Kashari and Al Taheri, 2019;Asiedu et al 2022;Zeng et al, 2022) show that it is a challenge for employees to share tacit knowledge because of its subjective nature as it comprises of individuals' traits such as attitude, thought and emotions, which are derived from human perceptions.…”

Section: Knowledge Sharing In the Organisationmentioning

confidence: 99%

“…As indicated by Chau (2018), it is not difficult to share explicit knowledge as it is already codified and stored in the organisation repository as databases, documents or manuals ready to be used by employees. However, other studies (Appel-Meulenbroek et al, 2018;Chau, 2018;Al Kashari and Al Taheri, 2019;Asiedu et al 2022;Zeng et al, 2022) show that it is a challenge for employees to share tacit knowledge because of its subjective nature as it comprises of individuals' traits such as attitude, thought and emotions, which are derived from human perceptions. Thus, negative perceptions are likely to affect employees' knowledge sharing behaviours and endanger KS in the organisation (Vines, Jones and McCarthy 2015;Girard and Girard, 2015).…”

Section: Knowledge Sharing In the Organisationmentioning

confidence: 99%

“…Individual and team efforts are needed to enhance positive employees' knowledge sharing behaviours. This can be achieved through capacity building, encouraging employees to interact more and to consider documenting and sharing their experiences as a routine activity (Chau, 2018;Lee, 2018).…”

Section: Knowledge Sharing In the Organisationmentioning

confidence: 99%

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Employees’ Perceptions on the use of Online Internal Communication for Knowledge Sharing

Waititu

Barker

2023

EJKM

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The primary objective of this study was to assess employees’ perceptions on the use of online internal communication (OIC) for knowledge sharing from a personal/individual perspective. This is important because of the emphasis placed on the relevance of knowledge management (KM) in transforming ordinary organisations into learning ones, and to a greater degree through the use of new media technologies. One of the important dimensions of KM that is crucial for organisational learning is knowledge sharing (KS). However, the use of OIC to share knowledge among employees in deposit-taking savings and credit co-operative societies (SACCOs) in Kenya is still low. Therefore, it is necessary to explore employees’ perceptions and personal/individual factors influencing employees’ online KS using the available OIC tools. A cross-sectional survey design was adopted. Primary data were collected using an online structured questionnaire targeting the accessible population of 485 mid-level employees of deposit taking SACCOs in Kenya, and data were migrated to SPSS version 25.0 to generate descriptive statistics. Thematic coding of data obtained from eight focus group discussions involving 72 employees and in-depth interviews with eight senior managers were presented as narrative analysis. The findings of this study indicated that most employees lacked the requisite knowledge, skills and attitude for adopting OIC for knowledge sharing (KS), and emphasised the need for training prior to the implementation process and an organisational environment that is conducive for attutude modification in the use of existing OIC. This study is unique and adds to the existing body of knowledge in the proposed theoretical framework emphasing the need to enhance KS through OIC, specifically on a personal/individual level, considering the managerial/organisational and technical levels as well, to contribute to organisational learning and innovation to ensure sustainable competitive advantage.

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Section: Knowledge Sharing In the Organisationmentioning

confidence: 99%

Section: Knowledge Sharing In the Organisationmentioning

confidence: 99%

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Employees’ Perceptions on the use of Online Internal Communication for Knowledge Sharing

Waititu

Barker

2023

EJKM

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“…(Razmerita, Kirchner & Nielsen, 2016) who found that employees like helping others was a factor that had relationship with knowledge sharing of the employees which is consistent with the findings of researchers (Islam, Jantan, Khan, Rahman & Monshi, 2018;Irma Susanty & Charles Wood, 2011) Self-Efficacy: For the employees to voluntarily share knowledge they must have the sense of selfefficacy that their experience and knowledge is valuable for the organization (Staplehurst & Ragsdell, 2010). In the model proposed by (Chau, 2018) self-efficacy and employee attitude were important factors for knowledge sharing. Employees share knowledge if they feel that their knowledge is useful for the organization (Razmerita, Kirchner & Nielsen, 2016) and it was found to have a strong relationship with knowledge sharing by (Akram, Naeem Shahid, Iqbal & Rabia Akram, 2019).…”

Section: Knowledge Sharing Factors In Sme's and Large Organizationsmentioning

confidence: 99%

Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

D’souza

Ali

2020

J Stud Res

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This article is aimed at exploring factors that impact knowledge sharing behavior of employees in a small and medium scale (SME) building materials company located in Sultanate of Oman; and to extrapolate the findings over large organizations. The said SME has a problem of employees hoarding their knowledge and knowledge management is not in practiced. Through literature review, we have identified six factors that are of mutual relevance to SMEs and Large organizations. A survey has been conducted to test the practical implications of the identified factors at the selected organization. Results reveal that the factors such as (i) social media app for knowledge sharing (ii) enjoyment/satisfaction in helping others and (iii) effective utilization of free time; are the dominating factors in both SME and Large organizations. It is found that the factors (iv) rewards and (v) self-efficacy are very much significant in large organizations and are of low significance in SMEs. To strengthen the current study, the survey has to be extended to include respondents from few more SMEs and Large organizations.

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“…The role of knowledge sharing in organizations will contribute to employee performance (Olan et al, 2015). Another researcher defines knowledge sharing as a process in which individuals exchange their knowledge, both tacit knowledge and explicit knowledge (Chau, 2018). Several studies stated that knowledge sharing has a significant positive effect on performance.…”

mentioning

confidence: 99%

Transformational Leadership, Perceived Organizational Support Sharing, Organizational Commitment and Employee Performance: the Role of Religiosity

Sulaeman,

Haryono,

Sunaryo

et al. 2024

RGSA

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Objective: The purpose of this study is to examine how transformational leadership, knowledge sharing, and perceived organizational support affect organizational commitment and how their effects on performance are influenced by religiosity at Nahdlatul Ulama University in East Java. This kind of study is known as explanatory research. Method: Purposive sampling is the kind of sample strategy that should be applied. 345 samples were successfully obtained for this study. A Likert scale questionnaire was employed as the data gathering method in this investigation. The Partial Least Square (PLS) method was used to analyze the data, and SmartPLS version 3 PLS software was used. Research Findingsand Discussions: The following factors have been found to have a positive and significant impact on organizational commitment: 1) Transformational Leadership; 2) Perceived Organizational Support; 3) Knowledge Sharing; 4) Organizational Commitment has a positive and significant impact on performance; and 5) Religiosity strengthens the relationship between organizational commitment and employee performance. Research Implications: Research implicates poor lecturer performance with low-quality tertiary institutions. Studies must expand focus to include knowledge sharing, organizational support, and leadership to enhance relationships and improve organizational commitment and performance. Originality/Value: The poor performance of lecturers as members of the teaching staff in higher education is inextricably linked to the low quality of tertiary institutions. Numerous studies that have been done only look at a few variables and ignore the importance of knowledge sharing, perceived organizational support, and transformational leadership in maximizing the potential for relationships that are mediated by organizational commitment and moderated by religiosity to improve company performance.

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Enhancing Organizational Performance by Knowledge Sharing

Cited by 6 publications

References 85 publications

Employees’ Perceptions on the use of Online Internal Communication for Knowledge Sharing

Employees’ Perceptions on the use of Online Internal Communication for Knowledge Sharing

Factors influencing the impact of knowledge sharing behavior in organizations across Sultanate of Oman

Transformational Leadership, Perceived Organizational Support Sharing, Organizational Commitment and Employee Performance: the Role of Religiosity

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