2021
DOI: 10.2991/aebmr.k.211117.009
|View full text |Cite
|
Sign up to set email alerts
|

Knowledge Sharing and Business Performance: The Role of Innovative Behavior

Abstract: The purpose of this study was to analyze the antecedent variables that affect business performance in the handicraft sector SMEs in Central Java. The population of this study are all owners of handicraft SMEs in Central Java. Samples were taken using purposive sampling method. Data were collected through questionnaires, and processed using Structural Equation Modeling analysis. The loading factor value of each indicator on the latent variable shows a significant value. Based on the results showed a significant… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
1
1

Citation Types

0
2
0

Year Published

2023
2023
2024
2024

Publication Types

Select...
3

Relationship

0
3

Authors

Journals

citations
Cited by 3 publications
(2 citation statements)
references
References 14 publications
0
2
0
Order By: Relevance
“…The study by Sulistiyani et al (2021) found a significant positive direct effect of knowledge sharing on innovative behavior and business performance. The results also showed that the indirect effect of knowledge sharing on business performance was mediated by innovative behavior.…”
Section: Relationship Between Knowledge Sharing and Business Performa...mentioning
confidence: 95%
“…The study by Sulistiyani et al (2021) found a significant positive direct effect of knowledge sharing on innovative behavior and business performance. The results also showed that the indirect effect of knowledge sharing on business performance was mediated by innovative behavior.…”
Section: Relationship Between Knowledge Sharing and Business Performa...mentioning
confidence: 95%
“…Extending the concept of "emotional knowledge" (Afsar et al, 2019), it can be asserted that uncontrolled emotions, such as unsupported anxiety of negative appraisal, could prompt individuals to sever associations with their organisation and managers Moreover, this unfounded fear can be easily adopted by others seeking protection from contradicting advice or negative evaluation (Dima and D'Ascenzo, 2021). To avoid the occurrence of unsupported information, organisations can increase process efficiency and adopt common positions by encouraging interactions across sectors and levels through informal exchanges, conversation, or dual projects (Sulistiyani and Setyadi, 2021). Hence, CK is an integral component of a multifaceted system and encompasses beyond a mere inventory of inappropriate actions, encompassing the propagation of unverified theories or unfounded assertions.…”
Section: Ic and Oamentioning
confidence: 99%