Farwa Muqadas

TL;DR: In this article, the challenges to knowledge sharing in the context of public sector universities in developing countries were explored and why knowledge hoarding behaviour is flourishing even when employees are encouraged to share their knowledge in organisations and are rewarded for doing so.

TL;DR: In this article, the authors explored the role of knowledge sharing in the context of organizational change and presented an overarching conceptual framework in the real context of OC implementation, and provided meaningful and novel knowledge regarding role of KGs to overcome the challenges of OC.

Abstract: The purpose of this paper is to investigate new emerging organizational parameters and their roles in successful change implementation. These organizational parameters are rarely investigated especially in the context of organizational change (OC) in private and public sector organizations.,In cumulative, 403 valid responses have been obtained randomly from public sector workers by using self-administered questionnaires.,The results reveal that knowledge sharing regarding incremental and radical changes can helpful for effective OC implementation. Findings highlight the significant role of emotional and social intelligence in managing resistance and bringing openness to change in these organizations. It is also found that social media has become an important emerging organizational parameter to foster effective communication and knowledge sharing during OC implementation. Apart from the direct effects, readiness to change has multiple effects coupled with emerging organizational parameters to implement change successfully.,The results of the current study offer diversified implications for theory, practice and global society. The theoretical base is taken from the well-known theories of management (i.e. Lewin’s three-step model, field theory, intelligence theory, cost-effective theory, social exchange theory, social network theory and social penetration theory). Emerging organizational parameters that have a potential impact on effective change implementation are identified. The findings suggest that global organizations should have to initiate effective networking structure using social media applications and social intelligence skills to remain connected and get positive responses about change formulation and implementation decision.,A majority of studies have presented the research model on OC implementation in the context of developed countries, which form 30 percent of the world’s population, mostly the Americas and Europe. It is observed that a developing country, such as Pakistan, has a culture that is based on power distance, collectivism and more political influence as compared to developed countries. Triandis et al. (1980) argued that any theoretical contribution without considering the cultural aspect can lead to bias findings. There is limited research available in the world that is conducted to examine the interactive effects of readiness to change on the relationship between effective change implementation, knowledge sharing, intelligence and social media. These findings are useful to plan and execute OC using new emerging organizational parameters.

TL;DR: In this article, the authors investigated and summarized the predictors of knowledge sharing that can facilitate knowledge sharing practices among employees in the public sector universities, and found that knowledge management culture, social networking and information technology were fostered knowledge sharing among employees.

TL;DR: In this paper, the antecedents of work disengagement in the public sector organizations were determined by using the regression analysis and Hayes's (2013) guidelines for moderation, and the results reveal a positive association among organizational injustice, organizational politics, work overload, and work disenagement.