Fostering knowledge sharing behaviour among public sector managers: a proposed
model for the Malaysian public service
Abstract
Purpose: This paper aims to propose a conceptual model of knowledge sharing behaviour
among Malaysian public sector managers. Design/methodology/approach: An extensive
literature review method was used to identify and analyse relevant literature in order to
propose a knowledge sharing model. Findings: The authors identified three potential
predictor groups of knowledge sharing behaviour among Malaysian public sector managers.
The groups are intrinsic motivational factors, extrinsic motivational factors and
organisational socialisation factors. The paper proposes organisational commitment as the
mediating variable between the identified predictors and knowledge sharing behaviour
(knowledge donating and knowledge collecting). Research limitations/implications: The
paper offers a number of propositions, which leads to a knowledge sharing model. Future
research should validate and examine the predictive power of the proposed model. Practical
implications: Upon model validation, the paper could offer practical interventions for human
resource development (HRD) practitioners to assist organisations towards fostering
knowledge sharing behaviour. The paper highlights the importance of employee’s
organisational commitment in order to engage in organizational-related behaviours such as
knowledge sharing. Originality/value: The paper used a new approach in theorising
knowledge sharing behaviour by integrating the General Workplace Commitment Model,
Self-Determination Theory and Social Capital Theory. The suggestion of public service
motivation as one of the intrinsic motivational factors could provide new insights to the HRD
practitioners on fostering knowledge sharing behaviour in the public service subject to model
validation.
Keyword:
Public sector; Knowledge management; Knowledge sharing; Managers;
Knowledge collecting; Knowledge donating