Organizational Knowledge: Ethics and the Importance of Trust

Costa, Gonçalo Jorge Morais da; Prior, Mary; Rogerson, Simon

doi:10.1007/978-3-642-16419-4_30

Cited by 5 publications

(3 citation statements)

References 20 publications

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“…For example, according to Weber (1905) [1], the highest form of the moral obligation of an individual is to perform his/her duty with dedication. Moreover, recent scholarship suggests that creating new knowledge and sharing knowledge to enhance organizations' competencies are employees' indispensable moral obligations (da Costa et al, 2010;Du Plessis et al, 2006;Rechberg and Syed, 2013). As ethics is the central focus of ethical Ethical leadership and learning leadership (Brown et al, 2005), ethical leaders are likely to engage in their work roles and learning behaviors with dedication.…”

Section: Ethical Leadership and Exploitative Learning And Explorative...mentioning

confidence: 99%

The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?

Ali

Shafique

et al. 2021

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PurposeThe present study aimed to test the hypothesis that ethical leadership positively contributes to exploitative learning and explorative learning simultaneously and then examine the moderating role of work centrality in the relationships of ethical leadership with exploitative learning and explorative learning.Design/methodology/approachTime-lagged survey data were collected from 257 middle managers and their 257 immediate supervisors in 76 firms in China. Data were analyzed using structural equation modeling and Hayes' PROCESS macro for SPSS.FindingsThe results revealed that ethical leadership positively contributed to exploitative learning and explorative learning simultaneously. Importantly, the authors found that work centrality strengthened the positive relationships of ethical leadership with both exploitative learning and explorative learning.Practical implicationsThe findings can help organizations enhance exploitative learning and explorative learning simultaneously and enable them to gain a sustainable competitive advantage.Originality/valueAlthough explorative learning and exploitative learning together constitute fundamental resources for organizations' long-term success, prior research has not looked into whether and when leader behaviors facilitate explorative learning and exploitative learning simultaneously. The study contributed to fill this gap by introducing ethical leadership, signifying its positive role in enhancing both explorative learning and exploitative learning, and establishing work centrality as a moderator to reinforce these two positive relationships.

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Section: Ethical Leadership and Exploitative Learning And Explorative...mentioning

confidence: 99%

The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?

Ali

Shafique

et al. 2021

View full text Add to dashboard Cite

show abstract

“…The problem is that individuals' interests are not always considered in the benefits that organisations reap from their knowledge, which can lead to the reluctance to share knowledge and free riding (Britz et al, 2006;Da Costa et al, 2010). Free riding can result where individuals' knowledge is praised as a public good (Wang and Noe, 2010).…”

Section: The Conflict Of Knowledge Ownershipmentioning

confidence: 99%

Ethical issues in knowledge management: conflict of knowledge ownership

Rechberg

Syed

2013

Journal of Knowledge Management

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Purpose -This paper aims to review ethical issues inherent in the theorisation and practice of knowledge management (KM) with specific attention to the conflict of knowledge ownership between organisations and individual employees.Design/methodology/approach -Relevant literature was identified and reviewed via EPSCO host and ISIWeb.Findings -The paper notes that knowledge, although rooted in individuals, is often claimed or treated as owned by organisations, creating a conflict of knowledge ownership. The paper argues that such an approach to appropriation and management of knowledge leads to tension in knowledge processes between organisations and individuals, and also among individuals. This situation may, in turn, jeopardise individuals' knowledge processing behaviours, and pose difficulties to organisations in managing knowledge effectively. Research limitations/implications -Offers a number of potential research questions that may be turned into research hypotheses and assessed experimentally to refine and develop an ethical approach to KM.Practical implications -Highlights the need for a renewed moral contract between individuals and organisations, built on ethical constructs of trust, fairness, and justice, which may in turn lead to effective KM practices.Originality/value -Offers an original conceptual approach to understand and resolve the conflict of knowledge ownership between organizations and individuals.

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“…In that case, extrinsic motivators may be able to mitigate this behavior only if the rewards and reciprocal relationships match the knower’s interest. Indeed, da Costa et al (2010) found that where individual values differ from that of the organization, knowledge sharing may not be supported. In her study to identify rewards that encourage knowledge sharing, Šajeva (2014, p. 133) found that “a sense of belonging and sharing common values, a sense of achievement and success, a sense of competence, a sense of usefulness, a sense of respect and recognition, and a sense of trust are acknowledged to be important for fostering knowledge sharing among employees.” These needs may be fulfilled by both intrinsic and extrinsic motivators and may also combat amotivation.…”

Section: Discussionmentioning

confidence: 99%

Self-determination theory and its predictors for sharing knowledge: a critical review

Ferger¹,

Rechberg

2022

VJIKMS

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Purpose This study aims to evaluate the impact of extrinsic, intrinsic and amotivation on an individual’s knowledge-sharing behavior. Design/methodology/approach The authors reviewed the literature on self-determination theory (SDT) as an applied predictor of knowledge-sharing behavior, and documented the extent to which SDT conceptual framework components have been studied in relation to predict knowledge sharing. Findings Building from SDT and its sub-theories, this study uncovers a gap in the knowledge-sharing literature as the continuum of the SDT framework has yet to fully be applied to knowledge-sharing behavior. Originality/value Contributing to the literature on knowledge management and knowledge sharing, this study is the first, to the best of the authors’ knowledge, of its kind to apply Deci and Ryan’s self-determination continuum, in its entirety, to a knowledge-sharing conceptual framework. The authors thereby address the potential impact of amotivation on an individual’s knowledge-sharing behavior.

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Organizational Knowledge: Ethics and the Importance of Trust

Cited by 5 publications

References 20 publications

The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?

The role of ethical leadership in enhancing exploitative and explorative learning simultaneously: what does it matter if employees view work as central?

Ethical issues in knowledge management: conflict of knowledge ownership

Self-determination theory and its predictors for sharing knowledge: a critical review

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