Organizational Justice and the Intent to Share: Knowledge Sharing Practices among Forensic Experts in Turkey

Abstract

Organizational climate and organization culture can be some of the leading factors in hindering knowledge sharing within the organization. It is generally accepted that successful knowledge management practice, including knowledge sharing, comes as a result of a conducive and knowledge sharing friendly environment. Organizations that promote and reward collective work generate a trustful and a more collaborative learning culture. The perception of fairness in an organization has been considered an important indicator of employee behavior, attitude, and motivation. This study investigates organizational justice perception and its impact on knowledge sharing practices among forensic experts in the Turkish National Police. The study findings revealed that senior officers, who are experts in the field, have the strongest organizational justice perception. Meanwhile, noncommissioned officers or technicians bear positive but comparatively weaker feelings about the existence of justice within the organization. The study argues that those who satisfy their career expectations tend to have a higher organizational justice perception.

How transformational leadership supports knowledge sharing

“…Recently, the relationships among aspects of justice and KS have also been clarified by experimental studies. Can and Hawamdeh (2013) showed the positive effects of distributive and procedural justice on KS and emphasized that procedural justice is the strongest predictor of the intention to share knowledge. Alternatively, Yes il and Dereli (2013) highlighted that both distributive and procedural justice create significant impacts on knowledge collecting and knowledge donating.…”

Organization justice, knowledge sharing and employees' innovative behavior: evidence from the knowledge-intensive industry

“…In addition, Tepper and Taylor (2003) claimed that if the procedures and policies are perceived as fair and unbiased, employees will have positive attitudes and be willing to share their expertise and knowledge with their colleagues which later would result in innovative behavior. Specifically, in their study, Can and Hawamdeh (2013) stressed that procedural justice might be the strongest predictor of intention to share knowledge. Recently, Imamoglu et al (2019) concluded that "employees are willing to share ideas, knowledge, and experiences in cases where organizational procedures are seen as fair and evaluation process is clear".…”