How internal attributions affect knowledge sharing behavior

Abstract

Purpose The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution theory. Design/methodology/approach The structural equation modeling approach was applied to estimate the conceptual model by using survey data from a list of Taiwan’s top 1,000 manufacturing and 500 service companies. A total of 229 valid questionnaires were collected. Findings The empirical results show that both organizational and technological barriers have relationships with an individual’s effort and ability with regard to knowledge sharing behavior. When organizational barriers occur, the perceived lack of effort has a direct effect on knowledge sharing behavior for large firms, while negative sharing behavior among employees of small firms is influenced by the perception of low ability through the perceived lack of effort. Originality/value A review of the literature reveals organizational and technological barriers that lead to the negative influences of internal attributions on knowledge sharing. This study, therefore, contributes to a comprehensive perspective on how to encourage knowledge sharing behavior at different sizes of firms.

The influence of knowledge sharing and competence on academic performance

“…The results of this research are knowledge sharing has a significant and affirmative effect on competence, this is the same as the results of research conducted by (Lekhawipat et al, 2018) (Ley et al, 2008) (Agbim et al, 2014) (Chordkunpan & Worasatepongsa, 2020) (Chordkunpan & Worasatepongsa, 2020) that individual factors, namely knowledge sharing processes can affect the ability of owned by someone. As well as in this study show that competence has a affirmative and significant effect on student academic implementation at state universities in Bandung Indonesia, this is reinforced by the results of research conducted by (Robotham & Jubb, 2004) (Agbim et al, 2014) (Jyoti & Rani, 2015) (Manwa, 2020) that competencies which are individuals owned by a person can influence individual performance resulting from.…”

“…Internal attribution, namely the ability or competence possessed by a person, can affect the application of knowledge sharing. If needed, the knowledge distribution process will run optimally, because the knowledge needed is enough to share with other colleagues (Lekhawipat, Wei, & Lin, 2018).…”

Factors Affecting Knowledge Sharing in Virtual Teams

“…Although knowledge sharing results in increased performance within companies, only a few companies have managed to implement the knowledge sharing process. Knowledge sharing can be unsuccessful due to many reasons, such as a lack of technological resources and personal motivation, difference in individual skills, and a lack of organizational support and training [23]. In the past few decades, knowledge management has received considerable attention from research due to its importance in providing companies with competitive edge.…”

“…This barrier forms within the organization from such factors as negative organizational climate and culture, excess of authority, and the absence of communication policies and procedures. Organizations can overcome this issue by providing management support and by creating a good relationship with their employees [23]. VT performance is affected when the virtual team members hold on to their knowledge and refuse to share it.…”

Work experience influence on the knowledge sharing barriers perceived significance by higher educational institutions administrative employees

“…A problem of barriers to knowledge sharing is a considerably popular research area in knowledge management literature (Cleveland & Ellis, 2012; Lekhawipat, Wei, & Lin, 2018; Sharma, Singh, & Neha, 2012); higher educational institutions are a popular object of research of such barriers (Fullwood, Rowley, & Delbridge, 2013; Kumaraswamy & Chitale, 2012; Vashisth, Kumar, & Chandra, 2010). Such research is usually focused on knowledge sharing barriers in communications between academicians and/or students; administrative subdivisions of the higher research institutions are a comparatively rare research object (Gure & Sharma, 2019; Jolaee, Nor, Khani, & Yusoff, 2014), thus making its research an actual problem.This article is describing the results of one of the empirical studies held within a project dedicated to studying the knowledge sharing barriers present in communications between the employees of administrative subdivisions of Russian universities.…”