Testing knowledge sharing effectiveness: trust, motivation, leadership style, workplace spirituality and social network embedded model

Abstract

The aim of this inquiry is to investigate the relationships among the antecedents of knowledge sharing effectiveness under the position of non-academic staff of higher learning institutions through an empirical test of a conceptual model consisting of trust, extrinsic and intrinsic motivation, leadership style, workplace spirituality and online social network. This study used the respondents from the non-academic staff of higher learning institutions in Malaysia (n = 200), utilizing a self-administered survey questionnaire. The structural equation modeling approach was used to test the proposed hypotheses. The outcomes indicate that all the antecedents play a substantial function in knowledge sharing effectiveness. In addition, perceived risk plays a mediating role between trust and knowledge sharing effectiveness. On the other hand, this research also proved the communication skill also plays a mediating role between leadership style and knowledge sharing effectiveness. This study contributes to pioneering empirical findings on knowledge sharing literature under the scope of the non-academic staff perspective.

Salespeople’s innovativeness: a driver of sales performance

“…Organizational learning as a part of knowledge management done through among others knowledge exchange, tacit knowledge exchange could be seen as a spirit to achieve superior company performance (Subanidja and Hadiwidjojo, 2017).Therefore study on the process and the impact of organization learning through the mode of tacit knowledge exchange and its consequences could be seen as an effort to detail the organizational learning and knowledge management that potential to give spread effects on management functions (Subanidja and Hadiwidjojo, 2017). Organizational learning and a tacit knowledge sharing mechanism is recognized as a process for creating an effective team works as concluded in the study of Rahman et al (2015) as media for "create a work-environment where the sense of community among the teams, feeling of respecting others values, feelings of respecting the institutional values, tended to assist others colleagues and experience of enjoyment of the workplace may exist", that directly weaponing the sales force for striving better in the market place.…”

Human resource management practices stimulating knowledge sharing

“…Salient aspects of such organizational culture could be, based on a synthesis of literature findings, as follows: 1) a climate of fairness and mutual trust (see e.g. Lee and Ahn, 2007;Bock et al, 2005;Kubo et al, 2001, Rahman et al, 2016; 2) a climate of open communication with free-flowing information (see e.g. Bock et al, 2005;Cabrera and Cabrera, 2005); 3) a climate of innovation which tolerates wellintentioned failures and considers changes to be a part of life (see e.g.…”

“…Managers and their leadership styles have been identified as important influencers of effective knowledge sharing (Lin and Lee, 2004;Rahman et al, 2016;Seba et al, 2012;Yong Woon, 2014). First, it is worth to point out that managers control most of the other factors that shape knowledge sharing cultures and environments: time, opportunities for employee participation, and rewards (Naicker and Omer, 2015;Seba et al, 2012).…”

The Economic Consequences of Trust and Distrust in Knowledge-Intensive Organizations

“…The role of trust in organizational performance has begun to play an important role in micro-and macroeconomics literature, in applied psychology, in human resource management, in intellectual capital literature, and in entrepreneurship studies. The impacts of trust and distrust have been researched broadly, primarily in relation to communication, ethics, commitment, culture and/or other corporate success factors (Rahman et al, 2015;Azman et al, 2013;Ayoko & Pekerti, 2016). Nevertheless, there have not been many empirical research projects providing quantifiable results.…”