Fostering knowledge sharing behaviour among public sector managers: a proposed model for the Malaysian public service

Abstract

Purpose – This paper aims to propose a conceptual model of knowledge sharing behaviour among Malaysian public sector managers. Design/methodology/approach – An extensive literature review method was used to identify and analyse relevant literature in order to propose a knowledge sharing model. Findings – The authors identified three potential predictor groups of knowledge sharing behaviour among Malaysian public sector managers. The groups are intrinsic motivational factors, extrinsic motivational factors and organisational socialisation factors. The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting). Research limitations/implications – The paper offers a number of propositions, which leads to a knowledge sharing model. Future research should validate and examine the predictive power of the proposed model. Practical implications – Upon model validation, the paper could offer practical interventions for human resource development (HRD) practitioners to assist organisations towards fostering knowledge sharing behaviour. The paper highlights the importance of employee’s organisational commitment in order to engage in organizational-related behaviours such as knowledge sharing. Originality/value – The paper used a new approach in theorising knowledge sharing behaviour by integrating the General Workplace Commitment Model, Self-Determination Theory and Social Capital Theory. The suggestion of public service motivation as one of the intrinsic motivational factors could provide new insights to the HRD practitioners on fostering knowledge sharing behaviour in the public service subject to model validation.

Developing Civil Servants’ Affective Commitment to Share Knowledge: A Case of Public Organization Cost Reduction

“…Schlosser et al (2006) uncovered that online buyers are willing to provide their personal information such as credit card number, address and contact number (which could ruin their life) to the firms if they trust them. Tangaraja et al (2015) and Mohammed Fathi et al (2011) stated that there is a significant relationship between trust and civil servants' performance. Thus it could be said that civil servants are expected to be more receptive towards cost reduction policy if they are aware that bad international ratings could jeopardize future Malaysian economic growth.…”

“…In e-commerce transaction, the buyers tend to emotionally response to product or seller which making the decision becomes less cognitively dominated (Komiak & Benbasat, 2006). Tangaraja et al (2015) and Mohammed Fathi et al (2011) uncovered that there is a strong relationship between social trust and public sector performance. Thus it could be said that if civil servants have an emotion that Malaysia must achieve low deficit rate in order to obtain good ratings and in turn positive economic growth, they will become more receptive towards cost reduction policy.…”

Pemahaman Hubungan antara Modal Sosial dan Perkongsian Pengetahuan dalam Community of Practice di Sektor Awam Malaysia: Kesan ke Atas Prestasi Kerja Individu

“…Marsden dan Campbell (1984) menyifatkan di antara kekuatan interaksi sosial merangkumi kuantiti komunikasi dan keakraban. Dalam nada yang hampir sama, Tangaraja et al (2015) menyatakan kekuatan interaksi sosial berkait rapat dengan ikatan emosi dan kekerapan berhubung. Justeru, dalam kajian ini, modal struktur dilihat dari sudut (i) keakraban, dan (ii) kuantiti interaksi.…”

“…Di samping itu, keterlibatan mereka dalam KIK juga membantu mereka mengaplikasikan pengalaman dan pengetahuan mereka dalam kerja seharian mereka seperti keupayaan mencipta cara bekerja baharu, kebolehan menyelesaikan masalah atau membuat penambahbaikan kerja, peningkatan semangat bekerja secara berpasukan, penyemaian dan penerapan nilai serta etika kerja positif, penglibatan dan peningkatan komitmen terhadap kerja, dorongan kerja yang tinggi, kesedaran mengenai tanggungjawab terhadap diri sendiri, kumpulan, organisasi dan negara, serta pewujudan hubungan yang harmoni di antara pihak pengurusan dan pekerja (MAMPU 2009). Justeru, pemahaman yang mendalam tentang perkongsian pengetahuan boleh membantu pihak kerajaan merangka langkah-langkah yang lebih berkesan dalam memantapkan aktiviti perkongsian pengetahuan dan akhirnya boleh mengupayakan penjawat awam memberikan perkhidmatan yang terbaik kepada rakyat (Tangaraja, Mohd Rasdi, Ismail & Abu Samah 2015).…”

Exploring Knowledge Sharing in a Professional Network: A Central Eurasian Case

“…Further studies could possibly examine bi-directional (e.g., knowledge donating and knowledge receiving) knowledge sharing behaviors and the factors that influence each type (cf. Tangaraja, Mohd Rasdi, Ismail, & Samah, 2015).…”