Investigating the impact of organizational climate, motivational drivers, and empowering leadership on knowledge sharing

Matić, Dejan; Cabrilo, Sladjana; Grubić-Nešić, Leposava; Milić, Bojana

doi:10.1057/s41275-017-0063-9

Cited by 43 publications

(35 citation statements)

References 61 publications

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“…As a result, knowledge sharing enables every department to access the information they need and connects employees in the organisation with each other in problem-solving (Nguyen and Malik, 2020). Furthermore, knowledge sharing also helps to sustain organisational competitive advantage via preserving pre-existing knowledge (Matić et al, 2017). Knowledge, which is shared within an organisation, is not lost when employees retire or move on (Yang and Huang, 2017).…”

Section: Knowledge Sharing In Organizationsmentioning

confidence: 99%

How to motivate employees to engage in online knowledge sharing? Differences between posters and lurkers

Nguyen

Malik

Sharma

2021

JKM

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Purpose This study aims to combine the theory of planned behave or (TPB) and the motivational framework to extend the research on online knowledge sharing (OKS) in an organization by exploring the factors that drive the knowledge sharing intentions (KSI) of posters and lurkers. Design/methodology/approach A field survey with 501 employees in Vietnamese telecommunication companies is used to collect the data and a structural equation modeling approach with AMOS 25.0 is used to test all the hypotheses. Findings Attitudes toward OKS and subjective norms influence online KSI for both posters and lurkers. Self-enjoyment has a stronger effect on the attitudes toward OKS for posters than lurkers. Self-efficacy, reciprocity and rewards only affect posters and not lurkers. Research limitations/implications This study uses self-efficacy and self-enjoyment to represent intrinsic motivation and reciprocity and rewards for extrinsic motivation. Future research may use additional motivational factors to provide additional insights. Practical implications Managers should pay greater attention to subjective norms and attitudes toward knowledge sharing to motivate all the employees to share knowledge with each other to improve organizational performance. Originality/value This is the first study to combine TPB with the motivational framework to explore the factors that drive online knowledge sharing in an organization.

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Section: Knowledge Sharing In Organizationsmentioning

confidence: 99%

How to motivate employees to engage in online knowledge sharing? Differences between posters and lurkers

Nguyen

Malik

Sharma

2021

JKM

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“…In other words, we examine how firms enhance two HRM variables to achieve KS to support new product development and Sustainability-Oriented Performance. Human resources are dynamic, and they are the most important ones that add value to firms in the long term [99].…”

Section: Theoretical Implicationsmentioning

confidence: 99%

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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“…Furthermore, many authors emphasized the role of organizational climate in boosting KS (Matić et al, 2017). In particular, collaborative climate (CC) is associated to middle managers who are builders of employees' collaboration (Sveiby, 2007).…”

Section: Introductionmentioning

confidence: 99%

Effect of middle managers’ cultural intelligence on firms’ innovation performance

Berraies

2019

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Purpose The purpose of this paper is to examine the effect of the metacognitive, cognitive, motivational and behavioral dimensions of the middle managers’ cultural intelligence (CQ) on firms’ innovation performance in a context of cultural diversity and the mediating role of knowledge sharing in this relationship. The author deepens the analysis by exploring the moderating role of collaborative climate (CC) on the link between CQ and KS. Design/methodology/approach A survey was conducted on 186 foreign middle managers working in Tunisian firms. The data analysis was performed via the partial least square method. Findings The results revealed that middle managers’ metacognitive CQ has a positive effect on KS, which in turn enhances firms’ innovation performance. In this line, KS partially mediates the relationship between metacogntive CQ and innovation performance. Findings also indicate that CC moderates the link between three dimensions of CQ, namely metacognitive, behavioral and motivational CQs and KS. Originality/value The paper sheds lights on the contribution of middle managers’ CQ and the CC within firms to the KS and innovation performance in a context of cultural diversity. At the best of the author’s knowledge, the links among these variables had not been empirically examined, especially involving samples of middle managers. This study offers important insights for managers by providing them with tools to improve KS and firms’ innovation.

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Investigating the impact of organizational climate, motivational drivers, and empowering leadership on knowledge sharing

Cited by 43 publications

References 61 publications

How to motivate employees to engage in online knowledge sharing? Differences between posters and lurkers

How to motivate employees to engage in online knowledge sharing? Differences between posters and lurkers

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

Effect of middle managers’ cultural intelligence on firms’ innovation performance

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