Knowledge sharing in a non-native language context: Challenges and strategies

2017

Knowl Process Manag

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Although it is recognized that diversity influences knowledge sharing between employees, there is very little empirical research on the relationship between language diversity and knowledge sharing in the organizations. In this context, this study adopts network perspective and explores linguistic composition of personal knowledge‐sharing networks, its causes and consequences. A survey was conducted involving 403 participants in different subsidiaries of a multinational organization. Hierarchical regression analysis was used to test the effect of language diversity in department, language attitude, and linguistic association on language diversity in personal knowledge‐sharing networks. Moreover, analysis of variance was performed to analyze whether employees with multilingual knowledge‐sharing networks differ from employees with monolingual knowledge‐sharing networks in terms of their knowledge sharing behavior and performance. Regression analysis showed that language diversity in the immediate department and employees' linguistic association in the organization significantly affects the language diversity in employees' personal knowledge‐sharing networks. However, against expectations, language attitude did not have any effect. Moreover, analysis of variance results show that there is no difference in knowledge‐sharing behavior of employees who have multilingual or monolingual knowledge‐sharing networks. However, the employees with multilingual knowledge‐sharing networks perform better than those with monolingual knowledge‐sharing networks in the organization. Copyright © 2017 John Wiley & Sons, Ltd.

Section: Implications and Future Researchmentioning

confidence: 99%

Knowledge‐Sharing Networks: Language Diversity, Its Causes, and Consequences

2017

Knowl Process Manag

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“…In this review, knowledge sharing is defined as the exchange of task-related information, advice, and expertise to help others and to collaborate with others to carry out daily tasks, solve problems and develop new ideas (Ahmad, 2017). The impact of knowledge sharing refers to work-related implications and changes brought up by knowledge sharing activities of employees in an organization.…”

Section: Introductionmentioning

confidence: 99%

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

Karim

2019

JWL

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191

112

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.

“…Considering the specific activities described in different studies, the terms information sharing and knowledge sharing can be used interchangeably (Savolainen, 2017). Some researchers have been doing this for some time (e.g., Ahmad, 2017b;Widén-Wulff, 2007). In this study, we focus on information sharing at the interpersonal level, that is, exchange of work-related information between employees within an organization.…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational changes, trust and information sharing: an empirical study

Huvila

2019

AJIM

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Purpose While there is relatively plenty of evidence for the positive impact of communication on the perceptions of organizational change, how organizational changes affect information sharing is relatively unknown. The purpose of this paper is to investigate if a favorable perception of ongoing organizational changes has a positive impact on information sharing and whether trust mediates this relationship. Design/methodology/approach A questionnaire (n=317) was administered to the employees of a large Finnish multinational organization. Partial least square structural equation modeling was used to test the hypotheses based on earlier research findings. Findings The results show that a positive perception of recent organizational changes improves information sharing both directly and indirectly, mediated by trust. Consequently, when changes are perceived negatively, employees recoil from information sharing which is known to have negative implications for organizations. Research limitations/implications Data were collected in a single organization. The nature of the specific changes in the studied organization and its particularities undoubtedly had an effect on respondents’ perceptions. Originality/value This paper contributes to organizational information management research by elaborating on the relationship between organizational changes and interpersonal information sharing between employees. To the authors’ knowledge, this is the first quantitative study confirming the impact of the perception of organizational changes on employee information-sharing behavior.