Understanding factors affecting knowledge sharing

Abstract

Purpose The aim of this paper is to propose a conceptual framework of knowledge sharing for Bangladesh’s business organizations. Design/methodology/approach On the basis of previous literature, this paper proposed a framework for knowledge sharing. Findings This paper identified organizational commitment as a potential mediator for the relationship between organizational factors (organizational culture, leadership and structure) and knowledge sharing. In this paper, top management support and information and communication technology (ICT) support are also proposed as potential moderators that can affect knowledge sharing. Research limitations/implications This paper has identified several organizational factors to predict knowledge sharing. Future research with empirical evidence will validate this conceptual framework. Practical implications This paper will help business managers to understand knowledge sharing from a different perspective. Propositions of organizational commitment as a potential mediator and top management support and ICT support as potential moderators will provide managers with a better understanding of employees’ knowledge sharing behavior. Originality/value This paper adopted the general model of workplace commitment and integrated with organizational factors (organizational culture, leadership, structure, top management support and ICT support) to understand knowledge sharing for the business organizations of Bangladesh.

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

“…higher-level). This two-way perspective on KS has been supported by various scholars such as van den Hooff and de Ridder ( 2004), Lin (2007), Tangaraja et al (2015) and Rahman et al (2017). Seen from this perspective, van den Hooff and de Ridder's ( 2004) conceptualised KS as encompassing knowledge donating and knowledge collecting.…”

“…As these theories are becoming more established for explaining KT within KM literature, this offers limited or no room for scholars and researchers to make any further contributions. Notably, there has been a growing interest amongst scholars and researchers in using alternative approaches or theories to advance further their understanding of how knowledge can be managed (Hislop, 2003; Siemsen et al , 2008; Tangaraja et al , 2015; Rahman et al , 2017). Amongst which OC theory has recently begun to emerge within the KM field (Hislop, 2003; Tangaraja et al , 2015; Rahman et al , 2017).…”

“…Notably, there has been a growing interest amongst scholars and researchers in using alternative approaches or theories to advance further their understanding of how knowledge can be managed (Hislop, 2003; Siemsen et al , 2008; Tangaraja et al , 2015; Rahman et al , 2017). Amongst which OC theory has recently begun to emerge within the KM field (Hislop, 2003; Tangaraja et al , 2015; Rahman et al , 2017). In this paper, we decide to adopt a General Model of Workplace Commitment (Meyer and Herscovitch, 2001) as a conceptual lens in unfolding how KT can be fostered.…”

The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic

“…Of these theories, the Theory of Reason Action (Fishbein and Ajzen, 1981), Theory of Planned Behaviour (Ajzen, 1991), Social Exchange Theory (Blau, 1964) and Social Capital Theory (Nahapiet and Ghoshal, 1998) have gained prominence within the Knowledge Management field. Moreover, scholars have been increasingly interested in using approaches and constructs such as organisational commitment to understand how knowledge can be managed (Hislop, 2003; Tangaraja et al , 2015; Rahman et al , 2017). To understand how organisational commitment could influence Knowledge Application, this study draws upon the General Model of Workplace Commitment (Meyer and Herscovitch, 2001) as the main underpinning theory.…”

Organizational Learning in the Academic Literature – Systematic Literature Review

“…By enabling rapid search, access and retrieval of information ICT-support promotes collaboration and communication between organizational members, and it thus, supports organizational knowledge management processes. (Rahman, Islam & Abdullah, 2017). Salleh et al (2012) see that investments in ICT-support and ICT-training payoff in developing higher competencies to use ICT-tools.…”