Exploring the Influence of Organizational Ethical Climate on Knowledge Management

Tseng, Fan-Chuan; Fan, Yen-Jung

doi:10.1007/s10551-010-0725-5

Cited by 111 publications

(138 citation statements)

References 76 publications

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“…A few years ago, the Deutsche Bank (2001) advertised that ''ideas are capital the rest is just money'' and the director of the Asian Development Bank (2009) addressed the board saying ''to be fully effective, we must also consciously and actively blend knowledge with financing''. As the management of knowledge means the attempt to manage and acquire power, a conflict in knowledge ownership may arise (McCann and Buckner, 2004;Tseng and Fan, 2011). Tension results not only because an individual or organisation may possess more competitive knowledge over another, but also because of decision makers' and supervisors' power over their subordinates (Dahl, 1957;Grant, 1996).…”

Section: Knowledge Managementmentioning

confidence: 99%

Ethical issues in knowledge management: conflict of knowledge ownership

Rechberg

Syed

2013

Journal of Knowledge Management

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Purpose -This paper aims to review ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.Design/methodology/approach -Relevant literature was identified and reviewed via EPSCO host and ISIWeb.Findings -The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise individuals' knowledge processing behaviours, and pose difficulties to organisations in managing knowledge effectively. Research limitations/implications -Offers a number of potential research questions that may be turned into research hypotheses and assessed experimentally to refine and develop an ethical approach to KM.Practical implications -Highlights the need for a renewed moral contract between individuals and organisations, built on ethical constructs of trust, fairness, and justice, which may in turn lead to effective KM practices.Originality/value -Offers an original conceptual approach to understand and resolve the conflict of knowledge ownership between organizations and individuals.

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Section: Knowledge Managementmentioning

confidence: 99%

Ethical issues in knowledge management: conflict of knowledge ownership

Rechberg

Syed

2013

Journal of Knowledge Management

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“…The organization's ethical climate affects knowledge sharing (Ruppel & Harrington, 2001). In addition, different ethical climates affect employees' KM engagement and KM attitude differently (Tseng & Fan, 2011). Thus, we proposed the following hypothesis: Hypothesis 1: Different types of ethical climate will influence KM performance differently.…”

Section: Literature Review Knowledge Management and Ethical Climatementioning

confidence: 99%

Key Factors for Knowledge Management Implementation

Luo

Lee

2013

soc behav pers

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Although ethical climate, trust, satisfaction, and commitment are related to knowledge management (KM), there are at present few studies in which the way ethical climate affects KM through trust, satisfaction, and commitment has been emphasized. Our aim was to fill this research gap by examining different ethical climates in this context. We found that principleoriented climates of company rules and procedures (CRP) and laws and professional codes (LPC) affected KM positively and directly, the benevolence-oriented climate of team interest (TI) influenced KM positively but indirectly, and the effect of trust on commitment was indirect but fully mediated through satisfaction in TI and LPC. We used structural equation modeling for data analysis to map the relationships between KM practices and the key factors.

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“…Tseng and Fan (2011) provided an approach to develop a typology of ethical climate environments by conducting hierarchical cluster analysis on the scores of the three ethical climate dimensions (self-interest, social responsibility, and law/professional codes) identified in their study. Shacklock et al (2011) performed a hierarchical cluster analysis on the responses of 255 public sector employees working as human resource practitioners.…”

Section: Business Ethics and Ethical Climate As Antecedents Of Socialmentioning

confidence: 99%

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

Güçel¹,

Taştan²

2017

TJBE

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Exploring the Influence of Organizational Ethical Climate on Knowledge Management

Abstract: knowledge management, organizational culture, organizational ethical climate, knowledge management attitude, knowledge management satisfaction, job performance,

Cited by 111 publications

References 76 publications

Ethical issues in knowledge management: conflict of knowledge ownership

Ethical issues in knowledge management: conflict of knowledge ownership

Key Factors for Knowledge Management Implementation

The Impact Employees’ Perceived Business Ethics and Ethical Climate on Organizational Social Capital

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