Hr Practices, Knowledge Sharing and Protection Activities, and Performance — A Moderation Model

Gomes, Jorge; Hurmelinna, Pia; Olander, Heidi

doi:10.1142/s1363919617400035

Cited by 4 publications

(5 citation statements)

References 38 publications

(36 reference statements)

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“…Human resource management tools, for example, also enabled practices. This is in line with the finding that human resource management is related to knowledge sharing and innovation (Gomes et al, 2017;Hurmelinna-Laukkanen et al, 2016). On the other hand, context might also constrain actors in performing OI practices.…”

Section: Discussionsupporting

confidence: 84%

How individuals perform customer knowledge absorption practices - a contextual approach to open innovation

Mahringer

Rost

Renzl

2019

IJTM

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Enabling individuals to perform open innovation practices requires an in-depth analysis of the context in which those practices are enacted. However, research on the context within which open innovation is practiced, is still in its beginning. This paper develops a theoretical framework of the relationship between open innovation practices, individuals performing those practices, and context factors that enable or constrain those individuals carrying out open innovation practices. Moreover, the paper reports empirical research on context factors enabling or constraining salespeople in performing customer knowledge absorption practices, a specific subset of open innovation practices, in a pharmaceutical packaging machines firm. The paper contributes to open innovation research by (1) advancing a contextual view on open innovation, (2) emphasizing the need to distinguish between open innovation practices that provide an analytical tool to unravel the social dimension of open innovation, and (3) identifying context factors that enable or constrain customer knowledge absorption.

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Section: Discussionsupporting

confidence: 84%

How individuals perform customer knowledge absorption practices - a contextual approach to open innovation

Mahringer

Rost

Renzl

2019

IJTM

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“…Many studies have investigated the impact of knowledge sharing on organizational performance (Gomes et al , 2017; MacCurtain et al , 2010, Noor et al , 2015; Oyemomi et al , 2016; Rezaei et al , 2017; Wang and Wang, 2012).…”

Section: Resultsmentioning

confidence: 99%

“…Knowledge sharing improves organizational (financial) performance in terms of profitability, market share, return on investment and sales growth (Collins and Smith, 2006; Gomes et al , 2017; Rezaei et al , 2017). Wang and Wang (2012) confirmed that tacit knowledge sharing enhances both financial and operational performance; however, explicit knowledge sharing contributes to financial performance only.…”

Section: Resultsmentioning

confidence: 99%

Impacts of knowledge sharing: a review and directions for future research

Ahmad

Karim

2019

JWL

159

112

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Purpose: Knowledge sharing contributes to the success of an organization in various ways. This paper aims to summarize the findings from past research on knowledge sharing outcomes in organizations and to suggest promising directions for future research. Design/methodology/approach: We conducted a systematic literature review that consisted of three main phases: defining a review protocol, conducting the review, and reporting the review. The thematic analysis was conducted on 61 studies, based on which we developed a framework for understanding the impacts of knowledge sharing. Findings: Previous research has investigated knowledge-sharing outcomes at three levels: the individual, team, and organization; specific impacts are summarized for each level. The most commonly studied factors affected by knowledge sharing are creativity, learning, and performance. Knowledge sharing is also found to have some beyondconvention work-related impacts, such as those on team climate and employees' life satisfaction. Research on the outcomes of knowledge sharing is dominated by quantitative studies, as we found only one qualitative study in this review. Based on the discussion of the results, promising avenues for further research were identified and a research agenda was proposed. More research on differential, psychological, and negative impacts, as well as interactional and methodological aspects of knowledge sharing is suggested. Originality/value: To date, no systematic review has been conducted on the impacts of knowledge sharing. This article makes an important contribution to knowledge sharing research as it consolidates previous research and identifies a number of useful research topics that can be explored to advance the field as well as to establish the evidence-based importance of knowledge sharing.

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“…Knowledge sharing improves problem-solving, enhances decision making and improves employee performance [45][46][47][48] Knowledge sharing improves idea generation and innovative behavior [49,50] Team level Knowledge sharing enhances problem-solving at the team level [51] Knowledge sharing improves team productivity [52,53] Knowledge sharing enhances team creativity [54,55] Organizational level Knowledge sharing facilitates organizational learning capability [56] Knowledge sharing increases organizational innovation [57,58] Knowledge sharing improves organizational financial performance in terms of cost reduction and profitability [59][60][61] It is important to remember that sharing knowledge is not always beneficial. It is a voluntary yet difficult action that demands time, effort and involvement [62][63][64].…”

Section: Individual Levelmentioning

confidence: 99%

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

et al. 2021

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Sustainable management activities focus on creating efficiencies and value for organizations. Scholars advocate that evaluating and enabling appropriate management interventions can pave the way for future competitive advantage and sustainability. Knowledge management is regarded as a key organizational resource and a means of gaining a sustainable competitive advantage. This is especially important in high-tech service organizations, which are under increasing pressure to capture, process and share knowledge efficiently. While much work has been conducted to advance our knowledge on good practices, there is a dearth of empirical evidence relating to organizational level enablers for knowledge sharing. We advocate that creating the conditions conducive to knowledge sharing influences an organization’s ability to sustain a long-term competitive advantage. Therefore, this current study extends the literature on knowledge management by exploring the questions of whether and how key organizational factors impact knowledge sharing, focusing on the role of trust, communication, reward systems and leadership. To do this, we analyzed prior work and generated hypotheses relating to relevant enablers. We then operationalized these constructs via a structured data collection instrument, which consisted of 27 measurable items. Empirical data were collected from 104 team members in a high-tech service organization in Ireland. Data were analyzed using a quantitative approach, and descriptive statistics, correlations and regression analyses are presented. Our research offers a persuasive body of evidence supporting the notion that trust, communication, reward systems, and leadership strongly impact knowledge sharing in organizations. Specifically, the findings reveal that employees are more willing to share their personal knowledge with those they trust, and carefully designed communication systems can enable knowledge sharing. Reward systems play an important role in affecting employees’ motivation to share knowledge, while empowering leadership and participatory leadership are two main drivers in promoting knowledge sharing. This research addresses a relatively unexplored area, has implications for sustainable management practices relating to organizational design and provides ideas for future research studies.

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Hr Practices, Knowledge Sharing and Protection Activities, and Performance — A Moderation Model

Cited by 4 publications

References 38 publications

How individuals perform customer knowledge absorption practices - a contextual approach to open innovation

How individuals perform customer knowledge absorption practices - a contextual approach to open innovation

Impacts of knowledge sharing: a review and directions for future research

Towards Sustainable Knowledge Sharing Practices: An Analysis of Organizational Level Enablers

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