Knowledge sharing, job attitudes and organisational citizenship behaviour

Abstract

Purpose-There are very few studies on the impact of job attitude on knowledge sharing. The purpose of this paper is to examine the effects of job involvement, job satisfaction, organisational commitment, and organisational citizenship behaviour (OCB) on employees' knowledge sharing behaviour. Design/methodology/approach-This research is based on a survey of 116 Information Systems personnel in Malaysia. Structural equation modelling is used to test the hypothesis. Findings-The results show that job involvement, job satisfaction and OCB are independent and positively related to employees' knowledge sharing behaviour. However, organisational commitment has a negative relationship with knowledge sharing behaviour. It is found that OCB is not a significant mediator between job involvement, job satisfaction organisational commitment and knowledge sharing behaviour. Research limitations/implications-It is widely reported that knowledge workers may not be willing to share with others since they can always argue that it is not their job to share. Therefore, knowledge sharing can be regarded as an extra job. OCB is an extra-role behaviour which is especially relevant to research on knowledge sharing. Theories and research methods in OCB may be used in future research on knowledge sharing. Practical implications-Given the importance of knowledge sharing in today's competitive business world, this study provides a broader understanding of different dimensions of job attitudes in relation to employees' knowledge sharing behaviours. Our findings suggest that organisational administrators and managers should look into ways of improving the levels of job satisfaction, job involvement, and OCB in order to facilitate knowledge sharing behaviour. Originality/value-This study makes two distinct additions to the organisational behaviour and knowledge sharing literature. First, job attitudes appear to be significantly related to knowledge sharing behaviour, addressing a research gap in the literature of knowledge sharing and employee attitudes. Second, this study reveals that OCB directly affects knowledge sharing but it does not mediate employees' job attitudes to promote knowledge sharing behaviours.

The Roles of Learning in Stimulating Knowledge Sharing at SMEs

“…However, there are facts that people are reluctant to share knowledge because of some workers are interested to share their knowledge, while some of them seem uninterested to share knowledge, mostly when their mistakes are not tolerated by organization (Teh and Sun, 2012;Hendriks, 1999). According to Martin (2005), diverse cultures, lack of trust, lack of time, ineffective communication and poor knowledge can prevent knowledge sharing from happening.…”

The Role of Organizational Commitment Mediating Job Satisfaction and Work Motivation with Knowledge-Sharing Behavior in 4 Star Hotels in Badung Regency, Bali

“…Job satisfaction and knowledge-sharing behavior. Teh and Sun (2012) in his research revealed that job satisfaction is positively related to knowledge-sharing behavior of employees. Pascoe et.…”

The Impact of Organizational Citizenship Behaviour on Employee’s job satisfaction, commitment and turnover intention in Dining Restaurants Malaysia

“…As suggested by Somech &Drach-Zahavy, (2000 cited in Oplatka, andStundi, 2010) that OCB first two dimensions was positively and significantly influences Job satisfaction. However Teh & Sun (2011) have found that OCB was not a significant mediator with Job satisfaction. With reference to the above Table 7, the adjusted r square is (0.802).This indicates that 80% of the variation in the dependent Variable (Job commitment) is explained by the Independent Variable of OCB dimensions (Altruism, Conscientiousness and Civic virtue) and the rest of the overall Job Satisfaction variance can be attributed to other factors which are held constant.…”