Intrinsic motivation for knowledge sharing – competitive intelligence process in a telecom company

Almeida, Flávio Aparecido de; Lesca, Humbert; Canton, Adolpho Walter Pimazoni

doi:10.1108/jkm-02-2016-0083

Cited by 79 publications

(85 citation statements)

References 68 publications

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“…Authors such as Meyer et al [34] show that affective commitment is highly beneficial to the firm. In addition, affective commitment is strongly associated with good behaviors [35], e.g., sharing new knowledge, mutual help, making extra effort, and ethical conduct [36,37]. We therefore propose that affective commitment is an important driver of KS [10,11].…”

Section: Commitment and Affective Commitmentmentioning

confidence: 95%

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

2019

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This research examines how internal and external Human Resource Management (HRM) contributes to Knowledge Sharing (KS) in order to reach Sustainability-Oriented Performance. This paper uses a mixed methods approach to report on the main antecedents of KS for Sustainability-Oriented Performance. There are many antecedents of KS both inside and outside organizations that are as yet unidentified. This research applies two complex statistical techniques, namely, structural equation modeling (SEM) (Study 1) and fuzzy-set Qualitative Comparative Analysis (fsQCA) (Study 2). First, SEM is used to determine the antecedents of KS for Sustainability-Oriented Performance: Affective Commitment (AC) (an internal dimension of HRM) and a collaboration-oriented Human Resource Management system (CHRMS) (an external dimension of HRM). Second, three multi-group SEMs are used to determine whether a manager’s characteristics (age and gender) and firm size moderate the relationship between KS and its antecedents. Finally, an fsQCA is conducted to identify alternative configurations that lead either to KS or to its absence. The sample comprises data from an online survey of 367 certified innovative Portuguese small and medium enterprises (SMEs). The SEM results show that a collaboration-oriented HRM system always has a positive effect on KS for Sustainability-Oriented Performance. In addition, if the manager is a young man working in a small firm, their AC positively affects KS. There are alternative configurations that lead to the presence or absence of KS. There is, therefore, empirical evidence for the moderating effects of the manager’s age and gender, and firm size. Our study offers improved new HRM configurations and results when compared to the sole use of traditional quantitative statistical methods. The results are consistent and conclusive.

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Section: Commitment and Affective Commitmentmentioning

confidence: 95%

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

2019

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“…Support from top management, training, and user's commitment are also predictors of process adoption (Almeida, Lesca, & Canton, 2016;Luzipo et al, 2015). The lack of support from top management in legitimizing a leader or a committee responsible for conducting the implementation of the intelligence process and the absence of budget can negatively impact its continuity (Almeida & Hirata, 2016;Janissek-Muniz, 2016;N.…”

Section: Open Accessmentioning

confidence: 99%

Pre-Adoption Diagnosis of the Intelligence Process in Organizations: A Delphi Study with Intelligence Practitioners

Cainelli

Janissek-Muniz

2019

BAR, Braz. Adm. Rev.

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In turbulent and competitive scenarios, strategic intelligence is a crucial process for organizations to reduce uncertainties during decision-making and to anticipate changes that may affect their performance and sustainability. Despite the relevance of the activity, continuous and structured processes based on intelligence in organizations are not a reality due to the difficulty of implementing and formalizing it. Executing a diagnosis to evaluate conditions that precede the adoption of a structured intelligence activity allows companies to recognize their efficiency to perform monitoring, to further improve or implement it. This paper explores organizational, informational, individual, technological and material conditions that precede the adoption of the intelligence process, reviews six diagnostic models and proposes a diagnostic tool to evaluate issues that must be considered in advance. The Delphi method was used to exploit opinions among 30 intelligence practitioners in order to define which conditions of the process should be evaluated before its adoption in companies. As a result, this work contributes to filling the gap observed in the literature about the motivation to initiate the intelligence process in organizations and presents a formalized tool to evaluate its pre-adoption stage.

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“…The credibility of the source to manage knowledge‐sharing activities and to assist a less capable recipient in developing their learning capability affects knowledge‐sharing culture (Kanaan & Gharibeh, ). Similarly, the recipient context includes motivation (de Almeida, Lesca, & Canton, ), absorptive and learning capabilities, and learning culture of the organisation (Glaser, Abelson, & Garrison, ). The essence of recipient context can be better explained using three constructs: learning culture of the organisation, learning capabilities of the recipient, and recipient intent.…”

Section: Literature Reviewmentioning

confidence: 99%

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

Dey

Mukhopadhyay

2018

Knowl Process Manag

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In today's competitive and dynamic economy, knowledge‐intensive organisations constantly face challenges for sustenance. Therefore, successful knowledge management (KM) system is viewed as an important factor to maintain competitive advantage. These days, knowledge‐sharing practices are encouraged in organisations to improve performance of the human assets. However, the behaviour of employees determines the success of potential KM system of organisations, which often fails due to various organisational and individual factors. On the basis of prior literature, this paper investigates the effect of varying internal and external dimensions, which are contextual factors, knowledge‐sharing mediums (KSM), and knowledge‐sharing intentions on knowledge‐sharing behaviour (KSB) of employees. Data were gathered from a sample of 231 managers of various public sector units in India. The results are analysed using hierarchical multiple regression. The outcomes of this study show the impact of contextual factors and KSM on KSB. Further analysis leads to the conclusion that there is a moderating effect of knowledge‐sharing intentions on this relationship. This research intends to contribute the understanding of KSB to help managers in promoting knowledge sharing and hence developing knowledge base in organisations. This study will also encourage better managerial practices to build an environment for knowledge dissemination. Moreover, it also provides insight related to importance of KSM in promoting efficient KM processes, making this article important for both practitioners and academicians.

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Intrinsic motivation for knowledge sharing – competitive intelligence process in a telecom company

Cited by 79 publications

References 68 publications

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

Pre-Adoption Diagnosis of the Intelligence Process in Organizations: A Delphi Study with Intelligence Practitioners

Linkage between contextual factors, knowledge‐sharing mediums, and behaviour: Moderating effect of knowledge‐sharing intentions

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