Knowledge sharing in NGOs: the importance of the human dimension

Abstract

Purpose The purpose of this paper is to show the way the human dimension influences the adoption and usage of the knowledge transfer in non-profit organizations (NGOs). Previous research on the topic focused mainly on the organizational and technical aspects (i.e. organizational culture, processes and technology), lacking a consistent approach of the human dimension. Therefore, this paper goes beyond the multiplying effect of the organizational and technical factors in the development of knowledge transfer and investigates the impact of human beliefs and actions on the practices of knowledge sharing in the NGOs. Design/methodology/approach This paper investigates the above-mentioned topics of the importance of the human aspect in the knowledge sharing adoption, and development of the NGOs by use of a cross-cultural study based on a questionnaire that conducted in Romania and Greece. Findings This study emphasizes the importance of the human dimension in the practice of the knowledge sharing of the non-profit organizations, proving that the adoption of such practices depends on the beliefs of the NGOs employees on the topic, and on their degree of exposure to international activities. Practical implications The results of this study provide valuable incentive to the managers of the non-profit organizations to pay more attention to the beliefs and values of their employees in adopting knowledge sharing practices. Originality/value This paper is valuable to the academics and practitioners in search of reliable data on the impact of the human dimension on the adoption and usage of knowledge management in the Third Sector, filling an existing gap of the literature on the topic.

Organisational culture as an antecedent of knowledge sharing in NGOs

“…The motivation and predisposition for knowledge sharing depends on the organisational context (Walsh & Lannon, 2020;Zbuchea et al, 2020); thus, it is necessary that the values, traditions, and customs of each organisation allow and drive the involvement and identification of the organisational context for each individual. By being so motivated, individuals may adopt altruistic behaviours and share their information, knowledge, and experiences without fear of losing power.…”

“…KM requires that the organisation sets up a set of activities and processes to make the information available to everyone in the organisation (Torres et al, 2016). Given that NGO's usually face high turnover rates and they experience informal knowledge sharing (KS) (Huck et al, 2011;Pereira et al, 2013;Vidal & Menezes, 2014), NGOs have loyal personnel even though it is not easy for NGOs to offer long-term contracts (Zbuchea et al, 2020).…”

“…The literature refers to NGOs' resource scarcity (both tangible and intangible), however, little attention has been paid to the specific resources related to "knowledge" (Corfield et al, 2013;Maalaoui et al, 2020). Knowledge is very important for the NGOs (Zbuchea et al, 2020). Thus, KM has been gaining popularity in NGOs since the 1990s as a way to modernise management (Corfield et al, 2013).…”

“…KS is a highly required organisational behaviour with impact on the organisation's survival and growth (Hasmath & Hsu, 2020); therefore, NGOs require successful KM (Zbuchea et al, 2020). This study examines knowledge sharing (KS) in Portuguese NGOs by addressing the organisational culture variables that affect it.…”

Institutional isomorphism in collaborative, cross-cultural, project-based development work: an inquiry into the knowledge sharing behaviour of volunteers

“…A number of barriers to the sharing of tacit knowledge were identified and summarised as communication, technological, personal and infrastructure/resource-related barriers. Zbuchea et al (2019), focussed on the human dimension (beliefs and actions) and the influences this has on the acknowledgment and practice of knowledge sharing in nonprofit organisations. In their study, it was identified that beliefs and behaviours are more present in nonprofit organisations that operate within an international level compared to a national level, as a result of “connectedness” with other nonprofit organisations internationally.…”