The impact of knowledge sharing and Islamic work ethic on innovation capability

Abstract

PurposeThe purpose of this paper is to present an in‐depth analysis of the knowledge sharing enablers and the moderating role of Islamic work ethic (IWE) on the relationship between knowledge sharing and innovation capability in the public sector organizations.Design/methodology/approachThe foundations of knowledge sharing capability, IWE and innovation capability were assessed using a validated survey instrument. A total of 472 Administrative and Diplomatic Service Officers from the Malaysian public sector organizations participated in the survey.FindingsThe empirical results indicate that the intrinsic motivation to share knowledge is significant in the public sector organizations. The relationship between knowledge sharing capability and innovation capability of employees in the public sector organizations was found to be contingent on IWE.Research limitations/implicationsWhile the study was salient and confined to the Malaysian public sector organizations, it has considerable implications for the development of an optimistic workforce in other regions and across sectors. Cross‐sectional studies are encouraged to further confirm the results.Practical implicationsAn understanding of the pledge of the workforce to knowledge sharing, IWE and its consequences for innovativeness facilitates public sector organizations in designing and implementing modernization initiatives.Originality/valueIn response to the substantial need to examine IWE and workplace outcomes in a non‐Western environment, the paper embraces the extent to which IWE sways the link between knowledge sharing and innovation capability in the public sector organizations. Both scholars and practitioners will find the study valuable.

Individual variables with an impact on knowledge sharing: the critical role of employees’ ignorance

“…Employees often share the knowledge they possess, predominantly, when they are intrinsically motivated (self-motivated) or when they anticipate specific personal benefits in return, such as enhanced reputation, perceived usefulness of the acquired knowledge, self-development, association, reciprocal relationships (e.g., Bock et al, 2005;Foss et al, 2009;He et al, 2009;Kankanhalli et al, 2005;Kwok and Gao, 2004;Lin, 2007). Likewise, employees share knowledge when they are driven by behavioral control (e.g., Ryua et al, 2003), enjoyment in helping others (e.g., Kim and Lee, 2011;Kumar and Rose, 2012) or in some cases when they choose to be socially engaged in knowledge exchange activities. As such, employees' personal drivers seem to be collaborative factors for the sharing of organizational knowledge even if the structures or rules of their organizations do not support the appropriate knowledge transfer and sharing culture (Obembe, 2010).…”

“…Current research pays particular attention to constructs which may, equally, determine employees' behavior to knowledge sharing (e.g., Abzari and Abbassi, 2011;Gupta et al, 2012b;Kumar and Rose, 2012;Lin, 2007). Employees often share the knowledge they possess, predominantly, when they are intrinsically motivated (self-motivated) or when they anticipate specific personal benefits in return, such as enhanced reputation, perceived usefulness of the acquired knowledge, self-development, association, reciprocal relationships (e.g., Bock et al, 2005;Foss et al, 2009;He et al, 2009;Kankanhalli et al, 2005;Kwok and Gao, 2004;Lin, 2007).…”

Perceptions of international strategic moves: Saudi Arabia versus the United States

“…The Middle East has made the news for a variety of reasons in the past decade and now appears to have global presence and as more emerging and transitional economies engage in trade with partners from developed nations bridging the gap in what is considered in the local context will rise in importance. As more firms formalize the role of strategic moves by rival firms from different nations of this region competitive analyses will be of keen interest to internal and external stakeholders (Kumar & Rose, 2012).…”

Islamic Work Ethics And Tacit Knowledge Sharing: Autonomous Motivation As Mediator

“…Work ethics is an important mechanism for TKS and is considered the key input for knowledge sharing behaviour (Kumar & Rose, 2012) by building and sustaining motivated employees (Meriac et al, 2009). As knowledge sharing cannot be forced, it requires an individual's understanding, beliefs, and awareness.…”

“…Based on the different grounds of religion-based ethics that Islamic Work Ethics embraces, and the https: //dx.doi.org/10.15405/epsbs.2018.07.02.43 Corresponding Author: Rosmah Mat Isa Selection and peer-review under responsibility of the Organizing Committee of the conference eISSN: 404 lack of studies considering the concept of ethics in understanding the antecedents of knowledge sharing (e.g., Kumar & Rose, 2012;Ghulam et al, 2014;Mursleen et al, 2015), this study will fill the gap by examining the relationship between Islamic Work Ethics and TKS.…”