Retracted: Human factors of knowledge‐sharing intention among taiwanese enterprises: A model of hypotheses

Chen, Cheng-Wu; Chang, Min-Li; Tseng, Chung‐Shi

doi:10.1002/hfm.20286

Cited by 51 publications

(14 citation statements)

References 49 publications

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“…The operational definitions of variables and related literature are shown in Table 1. Hypotheses are presented here so that the reader can compare the variables in the hypotheses to operationalizations (Chen et al, 2011a, 2011b).…”

Section: Methods Of Research: Survey By Questionnairementioning

confidence: 99%

Retracted: Critical Human Factor Evaluation of Knowledge Sharing Intention in Taiwanese Enterprises

Chen

Chang

Tseng

et al. 2012

Hum Ftrs & Erg Mfg Svc

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Knowledge management (KM) is important in the Taiwan business world. Only 0.1% of SMEs, however, have been guided by the Small and Medium Enterprise Administration (SMEA) to introduce knowledge management from 1993 through 2008. The population of KM‐implementing SMEs is low. The climate of knowledge sharing has been recognized as the critical factor to successful KM. According to the research results obtained in this study, relation‐based motivation is positively related to one's intention to share knowledge. Individual workers can have increased relation‐based motivation to become leaders of SMEs building the culture of interpersonal trust and offering group‐based reward mechanisms in an organization. This research can help business managers to identify the motivational elements that can encourage investment and propose pragmatic suggestions for introducing initiatives to reinvigorate the number of SMEs implementing KM in Taiwan. © 2012 Wiley Periodicals, Inc.

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Section: Methods Of Research: Survey By Questionnairementioning

confidence: 99%

Retracted: Critical Human Factor Evaluation of Knowledge Sharing Intention in Taiwanese Enterprises

Chen

Chang

Tseng

et al. 2012

Hum Ftrs & Erg Mfg Svc

Self Cite

View full text Add to dashboard Cite

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“…The 28 papers concerning Critical Success Factors offer a comprehensive framework of the factors that affect KM adoption and show that they may be classified into three main categories: Human and cultural factors, which includes human resources, people skill, motivation, training and education, a culture of collaboration and trust [23,24,[43][44][45][46][47][48][49][50][51][52][53][54][55][56][57][58], Technical factors, namely the degree of IT applications, the information system, infrastructure, degree of KM adoption, Total Quality Management practices [23,24,47,[49][50][51][52]54,56,59], and Managerial factors, i.e., cultivating trust, KM strategy, integrating KMS with staff, management style, management leadership, internal and external network relationships, organizational infrastructure, physical networks, teamwork, and rewarding [23,24,44,45,47,[49][50][51][52][53][54]56,57,[59][60]…”

Section: Factors Affecting Knowledge Managementmentioning

confidence: 99%

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

2015

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This paper deals with knowledge management (KM) in small and medium enterprises (SMEs). Through a literature review, three research questions have been identified concerning the barriers hindering the spread of KM practices in SMEs, the main knowledge management systems (KMSs) adopted by SMEs and the impact of the use of KM practices on SME performance. The research questions were subsequently addressed through a field analysis conducted on a sample of SMEs. The empirical evidence highlights that the scenario has changed in the space of but a few years. Although SMEs are generally characterized by poor financial and human resources, they are able to overcome the barriers preventing the spread of KM practices. The SMEs investigated perceive the strategic value of KM and consequently adopt a variety of KMSs. Nevertheless, such systems are generally outdated in comparison with cheaper, more recent, and user-friendly applications. Finally, the paper emphasizes that the use of KM practices can contribute to the overall growth of SMEs by simultaneously and significantly enhancing their performance.

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“…Motivation for knowledge sharing is crucial to stimulate positive attitudes towards the process (Witherspoon et al, 2013). Chen et al (2012), Gagné (2009) and Siemsen et al (2008) have proposed the application of the motivational model in the assessment of knowledge sharing. Siemsen et al (2008) applied the motivation-opportunity-ability framework, rooted in the work of MacInnis et al (1991), to assess knowledge sharing drivers.…”

Section: Theoretical Perspective On Knowledge Sharing and Factors Influencing The Processmentioning

confidence: 99%

“…An individual's expertise represents an individual's proficiency in a specific knowledge domain. Cho et al (2007) and Chen et al (2012) propose that expertise influences an individual's knowledge sharing intention. In a similar way, findings highlight the importance of individuals' expertise in shaping professionals' readiness to engage in knowledge sharing.…”

Section: Enhancing Knowledge Sharing Readiness Through An Individual's Differencesmentioning

confidence: 99%

The impact of change readiness on the knowledge sharing process for professional service firms

Rusly

Sun

Corner

2014

Journal of Knowledge Management

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Purpose – The study aims to assess the influence of change readiness on the knowledge sharing process. This study proposes that readiness for knowledge sharing involves developing holistic understanding of the process through identification of individual and organisational readiness. Design/methodology/approach – The study adopts a qualitative case study design involving three New Zealand professional service firms (PFSs). Using grounded theory analysis, categories and concepts of change readiness that shape the knowledge sharing process were identified. The linkages among these elements offer an explanation of how readiness for knowledge sharing is formed. Findings – Findings show that beliefs regarding knowledge sharing and individual expertise determine individual readiness to share knowledge. Readiness for the process is escalated by instilling collective commitment for knowledge sharing. A conducive organisational context, which comprises communication, participation and learning, represents a firm’s capability to implement the knowledge sharing process. Findings also highlight the moderating influences of firm archetype, inter-profession differences and knowledge nature in the interplay between change readiness elements and the knowledge sharing process. Research limitations/implications – Findings reveal elements that motivate readiness for knowledge sharing from a change perspective. The propositions and theoretical model offered could extend understanding of the phenomena and lead to further studies assessing readiness for other knowledge management processes. The study involves three PFSs; hence, interpretation of the findings is limited within the scope and context of the study. Practical implications – Findings contribute to the formulation of firms’ knowledge sharing strategies by offering holistic insights into the importance of motivating readiness for knowledge sharing through consideration of multidimensional change readiness: individual and collective beliefs, individuals’ characteristics and organisational context. Originality/value – It is the first empirical study that seeks to develop theory how change readiness elements influences knowledge sharing in the organisation. To offer more contextualised findings, the study focusses on the phenomena of change readiness and knowledge sharing within the professional service industry.

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Retracted: Human factors of knowledge‐sharing intention among taiwanese enterprises: A model of hypotheses

Cited by 51 publications

References 49 publications

Retracted: Critical Human Factor Evaluation of Knowledge Sharing Intention in Taiwanese Enterprises

Retracted: Critical Human Factor Evaluation of Knowledge Sharing Intention in Taiwanese Enterprises

The Spread of Knowledge Management in SMEs: A Scenario in Evolution

The impact of change readiness on the knowledge sharing process for professional service firms

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