Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors

Jo, Sung Jun; Joo, Baek‐Kyoo

doi:10.1177/1548051811405208

Cited by 123 publications

(57 citation statements)

References 59 publications

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“…The second, the willingness of employees toward collecting and sharing knowledge is suggested having positive effect on many key outcomes of an organization such as organizational performance (Garcıa-Morales et al, 2008;Wang et al, 2016); employees' affective commitment (Li et al 2015); organizational citizenship behaviors (Jo et al, 2011) and so on. However, few researches test the influence of KS on competitive advantage.…”

Section: Discussionmentioning

confidence: 99%

Building Competitive Advantage for Vietnamese Firms: The Roles of Knowledge Sharing and Innovation

Son

Nguyen

Tran

et al. 2019

IJBA

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The purpose of this study is to investigate the influence of knowledge sharing (KS) and two specific types of innovation on competitive advantage in Vietnamese firms. Based on using structural equation modeling (SEM) and survey data collected from 225 participants, the findings reveal that KS directly and indirectly affects firm's competitive advantage through the mediating role of innovation speed and innovation quality. The findings stress the important role of building a positive climate to stimulate employees for sharing knowledge aimed at improving firm's innovation capability, and sustaining competitive advantage. Future research needs to explore the relationship between three components of knowledge management namely knowledge acquisition, KS, and knowledge application, innovation, and specific aspects of competitive advantage (such as low cost advantage, differentiation advantage, and time advantage) to provide deeper the mechanism of how specifics aspects of knowledge management connected with firm's certain types of competitive advantage through innovation.

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Section: Discussionmentioning

confidence: 99%

Building Competitive Advantage for Vietnamese Firms: The Roles of Knowledge Sharing and Innovation

Son

Nguyen

Tran

et al. 2019

IJBA

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“…Islam et al (2012); Sorakraikitikul and Siengthai (2014) identified that organizational learning culture as a factor influenced knowledge sharing behavior. Equally, Jo and Joo (2011); Islam et al (2012) agreed that organizational learning culture has a significant influence on OCB. OCB was also found to be a significant mediator variable on knowledge sharing behavior (Jo and Joo, 2011;Islam et al, 2012;Sadegh, 2015;Husain et.…”

Section: Introduce the Problemmentioning

confidence: 99%

“…Equally, Jo and Joo (2011); Islam et al (2012) agreed that organizational learning culture has a significant influence on OCB. OCB was also found to be a significant mediator variable on knowledge sharing behavior (Jo and Joo, 2011;Islam et al, 2012;Sadegh, 2015;Husain et. al., 2017).…”

Section: Introduce the Problemmentioning

confidence: 99%

Model of Organizational Learning Culture on Knowledge Sharing Behavior

Sondeng¹,

Nurwati²,

Sukotjo³

et al. 2020

IJBM

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The old research revealed that job attitudes were not correlated by a knowledge sharing behavior. This research develops to investigate the role organizational learning culture in context relations forming knowledge sharing behavior. Using a survey, 100 person graduates from Work Training Center involved as a respondent in this project from periods 2019 to 2020. This research was conducted with a quantitative method’s include variables job attitude, OCB, organizational learning culture, and knowledge sharing behavior. The data were measured by likert scale from 1 to 5 and collected by using a questionnaire measure. Research model develops with job attitudes as an independent variable, OCB as a mediation variable, organizational learning culture as a moderator variable and knowledge sharing behavior as a dependent variable was supported by SmartPLS3. The output investigation reveals that job attitude is a significantly factor linked to knowledge sharing behavior, and also correlated to organizational citizenship behavior. The other situation create that organizational citizenship behavior was not a significant variable on knowledge sharing behavior, and also OCB was not a mediation variable for knowledge sharing behavior. The exploration discloses that organizational learning culture has a moderate significant weather OCB towards knowledge sharing behavior or job attitude towards OCB, but insignificant for job attitudes on knowledge sharing behavior. Study concluded that job attitude has a significant outcome on OCB and knowledge sharing behavior. Organizational learning culture provides a strengthening of the association between job attitudes towards OCB and the association between OCB and knowledge sharing behavior. The study gives a new contribution that job attitudes affect both on OCB and on knowledge sharing behavior and organizational learning culture moderate job attitudes on OCB and OCB on knowledge sharing behavior, but not moderate job attitudes on knowledge sharing behavior. This study has limitations on several indicators of OCB and organizational learning culture while there are still other indicators, so the researcher recommends the necessity to practice other indicator that are not covered as a new research agenda in future. The results of the study indicate the direct effect of job attitudes on knowledge sharing behavior is still weak, so the researcher suggested a future research to test the organizational learning culture as a moderator variable that can provide strengthening of knowledge sharing behavior in other sectors such as in business or public sectors.

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“…Yet again, a number of studies have attempted to discover significant factors that facilitate or impede knowledge sharing. However, knowledge sharing is too complex of a process to be explained by one single factor or a few factors (Jo and Joo, 2011). Furthermore, prior studies have been trying to recommend a one size fits all kind of solutions to reward and knowledge sharing system.…”

Section: Introductionmentioning

confidence: 99%

The Impact of Reward and Knowledge Sharing Practices on Employee Performance: A Comparative Analysis between Awash and Dashen Bank S.C.

Abebe¹,

Haile²

2020

IJBM

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Employee performance is measured by the quality of work, productivity, ability to work independently with little or no direction or follow-up to complete tasks, job knowledge, employees’ interpersonal relationships and so on. Reward systems have long been used as a strategy to motivate employees and increase their performance. Several studies have also suggested that knowledge sharing increases learning which improves employees’ job performance. Yet, in Ethiopia, several organizations haven’t done a comprehensive study on which type of reward system or knowledge sharing practice best fit them. The purpose of this study is to examine the reward system and knowledge sharing practices of two banks, Awash and Dashen, in Adama Ethiopia, and analyze the differences in their employee performance. To achieve this objective this study uses instruments based on intrinsic and extrinsic reward system and tacit and explicit knowledge sharing and their impact on employee performance. The target population are employees of Awash and Dashen bank in Adama, Ethiopia. An empirical study using qualitative data and survey method is employed to conduct this study. A convenient sample is collected from 120 employees in each bank. The theoretical and practical implications of the study are also discussed.

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Knowledge Sharing: The Influences of Learning Organization Culture, Organizational Commitment, and Organizational Citizenship Behaviors

Cited by 123 publications

References 59 publications

Building Competitive Advantage for Vietnamese Firms: The Roles of Knowledge Sharing and Innovation

Building Competitive Advantage for Vietnamese Firms: The Roles of Knowledge Sharing and Innovation

Model of Organizational Learning Culture on Knowledge Sharing Behavior

The Impact of Reward and Knowledge Sharing Practices on Employee Performance: A Comparative Analysis between Awash and Dashen Bank S.C.

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