Knowledge Sharing in Virtual Teams in Malaysia: Its Benefits and Barriers

Velmurugan, Manivannan Senthil; Narayanasamy, Kogilah; Rasiah, Devinaga

doi:10.1142/s0219649210002590

Cited by 16 publications

(12 citation statements)

References 8 publications

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“…Knowledge management is composed by several stages (Davenport and Prusak, 1998; Lee and Yang, 2000): knowledge creation, knowledge storage and recovery, knowledge sharing and knowledge application (Alavi and Leidner, 2001; Heisig, 2009). Several authors point to knowledge sharing as the most important part of knowledge management (Naim and Lenkla, 2016; Ramayah et al , 2013; Razezadeh and Khalili, 2016a, 2016b; Velmurugan et al , 2010). Knowledge sharing is a process where units influence each other through their experiences (Argote and Ingram, 2000), exchanging tacit and/or explicit knowledge (Cavaliere et al , 2015).…”

Section: Knowledge Sharing In a Science And Technology Park: The Use Of Knowledge Mechanismsmentioning

confidence: 99%

Interorganizational knowledge sharing in a science and technology park: the use of knowledge sharing mechanisms

Balle

Steffen

Curado

et al. 2019

JKM

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Purpose This paper aims to uncover the combinations of knowledge sharing mechanisms that organizations in a science and technology park in Brazil use to share managerial and technical knowledge. Design/methodology/approach This research adopts a qualitative approach that uses a fuzzy set qualitative comparative analysis to analyze data that are gathered from 51 managers of organizations in a science and technology park. Findings The results show that knowledge sharing happens regardless of the type of knowledge. There are more alternative paths that lead to knowledge sharing than to its absence. Regarding the type of knowledge shared, there are more alternative configurations that lead to managerial knowledge sharing than to technical knowledge sharing. Only the older organizations in the science and technology park abstain from knowledge sharing. Research limitations/implications Due to the qualitative nature of the study, no generalization is possible. Additionally, the study’s limitation is that it involves organizations from a single science and technology park. Practical implications The results offer managers of organizations in science and technology parks to choose from alternative combinations of mechanisms to either boost their knowledge sharing or to promote knowledge protection. Originality/value The paper provides an original contribution by identifying the combinations of mechanisms that organizations in a science and technology park use that leads to the sharing of specific knowledge types. The findings also identify the combination of mechanisms that older organizations use that prevents them from sharing knowledge.

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Section: Knowledge Sharing In a Science And Technology Park: The Use Of Knowledge Mechanismsmentioning

confidence: 99%

Interorganizational knowledge sharing in a science and technology park: the use of knowledge sharing mechanisms

Balle

Steffen

Curado

et al. 2019

JKM

View full text Add to dashboard Cite

show abstract

“…Knowledge sharing, which is defined as a process in which units exchange their knowledge and jointly create new knowledge (Hooff and Ridder, 2004), is considered one of the most important processes in knowledge management, as it can provide organizations with the opportunity to enhance performance (Velmurugan et al, 2010) by increasing the collective value of intangible assets (Davenport and Prusak, 1998). Knowledge sharing, which occurs among individuals, groups and across organizations (Lee, 2001), is essential for organizational success and is associated with various outcomes, such as improved response time, productivity, learning and innovative capacity (Karkoulian et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Organizational performance through the donation and collection of interorganizational knowledge

Nodari

Oliveira

Maçada

2016

VINE Journal of Information and Knowledge Management Systems

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Purpose – This paper aims to provide empirical evidence to support the relationship between interorganizational knowledge sharing, absorptive capacity and organizational performance, and proposes that interorganizational knowledge sharing is composed of two processes: knowledge donation and collection. Design/methodology/approach – A quantitative methodology is adopted to examine the proposed relationship between interorganizational knowledge sharing, absorptive capacity and organizational performance. The study uses survey data from 269 companies in Brazil. Structural equation modeling is applied to test the stated hypotheses and the model. Findings – The empirical findings indicate that interorganizational knowledge sharing is composed of the donation and collection of knowledge. Interorganizational knowledge collection is found to have a positive effect on interorganizational knowledge donation, while collection is found to have a positive effect, mediated by absorptive capacity, on organizational performance. Research limitations/implications – One limitation of this research was the predominant participation of smaller companies. Another is that the data were only collected from Brazilian companies. Moreover, an instrument to measure these constructs was proposed and validated to enable future research to be conducted into the process of interorganizational knowledge sharing and its components: knowledge donation and knowledge collection. Practical implications – Managers can enhance organizational performance by developing both the donation and collection of knowledge. Knowledge donation is particularly important because, in addition to its impact on absorptive capacity and organizational performance, it contributes to the development of knowledge collection, which is also indirectly related to performance. Originality value – The donation and collection of knowledge were validated as components of the interorganizational knowledge-sharing process, and the relationship between these processes and organizational performance is mediated by the absorptive capacity of the organization.

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“…KS plays an important part in generating new ideas (Grant, 1996) and is considered one of the most important knowledge management processes (Guinea, Webster, & Staples, 2012;Kuo & Young, 2008;Velmurugan, Kogilah, & Devinaga, 2010).…”

Section: Introductionmentioning

confidence: 99%

Using alternative scales to measure knowledge sharing behavior: Are there any differences?

Oliveira

Curado

Maçada

et al. 2015

Computers in Human Behavior

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Knowledge Sharing in Virtual Teams in Malaysia: Its Benefits and Barriers

Cited by 16 publications

References 8 publications

Interorganizational knowledge sharing in a science and technology park: the use of knowledge sharing mechanisms

Interorganizational knowledge sharing in a science and technology park: the use of knowledge sharing mechanisms

Organizational performance through the donation and collection of interorganizational knowledge

Using alternative scales to measure knowledge sharing behavior: Are there any differences?

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