Relationship between knowledge sharing and performance: A survey in Xi’an, China

Du, Rong; Ai, Shizhong; Ren, Yuqing

doi:10.1016/j.eswa.2005.11.001

Cited by 131 publications

(106 citation statements)

References 28 publications

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“…Pathirage et al (2007) highlighted studies by Grant (1996) and Zander and Kogut (1996) that tacit knowledge can be integrated externally through relational networks those span organizational boundaries that are paramount for superior performance. Knowledge sharing leads to higher organizational performance (Du et al, 2007;Widen-Wulff & Suomi, 2003, Darroch & McNaughton, 2002 especially when knowledge sharing capabilities is combined with organizational resources (Widen-Wulff and Suomi, 2007). Choi & Lee (2002) in Keskin (2005) indicated that applying tacit and explicit oriented strategies is imperative for firm performance by large sized firms in western countries, but scant on firms' performance of SMEs in developing countries.…”

Section: Tacit Knowledge Sharing and Organization Performancementioning

confidence: 99%

“…There are three dimensions of knowledge: width, depth and tacitness (Nooteboom, 1993). Knowledge can be created by intentional and resource-consuming efforts (Du et al, 2007). The neglect of the tacit knowledge based on people and ideas has undoubtedly reduced the corporate market place's capability for true innovation and sustainable competitiveness (Gamble and Blackwell, 2001).…”

Section: Nature Of Tacit Knowledgementioning

confidence: 99%

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Tacit Knowledge Sharing and SMEs’ Organizational Performance

Ngah¹,

Jusoff²

2009

IJEF

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Tacit knowledge (TK) exists in every corner of SME, in its structure and relationship especially in its people. Even though knowledge management will benefit SME as they are rich of tacit knowledge but lacking in expertise, financial capital and infrastructure, knowledge management (KM) is almost impossible for Small and Medium Enterprise (SME) currently. Since SME have efficient and informal communication network, knowledge sharing is essential especially in an organization with scarce resources. Therefore, in the wake of knowledge-based economy, tacit knowledge sharing is the best tool for SME in enhancing competence and organizational performance which suit its needs and background. Tacit knowledge sharing is still at infancy especially in SME.

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Section: Tacit Knowledge Sharing and Organization Performancementioning

confidence: 99%

Section: Nature Of Tacit Knowledgementioning

confidence: 99%

Tacit Knowledge Sharing and SMEs’ Organizational Performance

Ngah¹,

Jusoff²

2009

IJEF

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“…Out of these various lines of thought, a number of specific, overlapping factors have been identified and reported by researchers (Huber, 2001;Cabrera and Cabrera, 2002;Connelly and Kelloway, 2003;Hutchings and Michailova, 2004;Bock et al, 2005Bock et al, , 2006 Lin and Lee, 2006;Michailova and Hutchings, 2006;Al-Alawi et al, 2007;Ang and Massingham, 2007;Du et al, 2007;Hall and Goody, 2007;Lin, 2007;Makela et al, 2007;Riege, 2007;Yang, 2007). Many of these research highlights are summarized here:…”

Section: Introductionmentioning

confidence: 99%

Organizational size and knowledge flow: a proposed theoretical link

Serenko

Bontis

Hardie

2007

Journal of Intellectual Capital

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Purpose -This paper seeks to present a theory clarifying the negative relationship between organizational unit size and knowledge flows referred to as Gita's Rule. Design/methodology/approach -This paper draws from the literature and develops a grounded theory. Various applications and propositions are suggested through this theoretical lens. Findings -It is suggested that, as the size of an organizational unit increases, the effectiveness of internal knowledge flows dramatically diminishes and the degree of intra-organizational knowledge sharing decreases. Research limitations/implications -It is proposed that 150 employees represents a general breaking point, after which knowledge sharing reduces due largely to increased complexity in the formal structure, weaker interpersonal relationships and lower trust, decreased connective efficacy, and less effective communication. Practical implications -The research points to the key dimension of organizational size that must be considered when developing models and reviewing case studies. Originality/value -The research reported in this paper is among the first to explicitly tackle the issue of how knowledge flows are affected by organizational size. A theory is developed and several research propositions are introduced for future studies.

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“…It is the ability of firms to create, to transfer and to adopt knowledge rather than their allocating efficiency that determines their longrun performance [18]. Recently, the studies about knowledge sharing involve a lot of fields, such as education, hotel industry, business, technology, and so on [19,20].…”

Section: Knowledge Sharingmentioning

confidence: 99%