Factors affecting employees' knowledge-sharing behaviour in the virtual organisation from the perspectives of well-being and organisational behaviour

Abstract

Drawing on the concept of organisational behaviour, this research augments the concepts of social capital theory and organisational culture with one pioneering precursor and mediator, the sense of well-being, to develop an integrative understanding of the factors affecting individuals' knowledge-sharing behaviour within the more complex context of the virtual organisation of Taiwanese Non-governmental Organisations (NGOs). A field survey of 131 employees from the selected virtual organisation was analysed using Structural EquationModeling (SEM) to examine the outcomes empirically. Our research offers a persuasive body of evidence supporting the notion that increasing employees' sense of well-being can successfully form a bridge that can connect social capital tendency, organisational culture and employees' knowledge-sharing behaviour. Surprisingly, and contrary to common belief, the integrated model shows that social capital tendency seems to play a more important role than organisational culture in affecting employees' sense of well-being within the virtual organisation in a Chinese cultural context. Consequently, this research reveals the subtle interplay of employees' sense of well-being, social capital tendency, organisational culture and knowledge-sharing behaviour, while the in-depth analysis provides strong support for knowledge management research and practice.

Managerial coaching and subordinates' workplace well‐being: A moderated mediation study

“…Empirical evidence supports this assertion; for example, Chumg, Seaton, Cooke, and Ding (2016) noted that workrelated well-being was a potential outcome of increased sense of belonging. Kim and Beehr (2018) found employees who perceived their involvement in an organisation with a high level of well-being, as their needs for self-esteem were satisfied.…”

“…This again relates to the triggered motivations of competence, autonomy, and self‐growth, which may increase subordinates' workplace well‐being (Warr, ). Empirical evidence supports this assertion; for example, Chumg, Seaton, Cooke, and Ding () noted that work‐related well‐being was a potential outcome of increased sense of belonging. Kim and Beehr () found employees who perceived their involvement in an organisation with a high level of well‐being, as their needs for self‐esteem were satisfied.…”

Using Social Messenger in Knowledge Sharing Practice: A Literature Review

“…Knowledge sharing is a key process in knowledge management that delivers knowledge where it is needed from one person to another [1], [2]. The more effective knowledge sharing process the greater effect in knowledge management in order to increase competitive advantage in an organization [3]. In an organization, knowledge sharing becomes more important because it is a challenge for organization to create knowledge sharing friendly environment.…”

“…However, the willingness for individual to share and transfer their knowledge to other people is a major issue in knowledge sharing process [3]. So, there are a lot of researchers that investigate knowledge sharing process.…”

“…In knowledge sharing process, individual knowledge sharing is affected by motivation and factors that involves in the individual behavior [3]. However, the willingness for individual to share and transfer their knowledge to other people is a major issue in knowledge sharing process [3].…”