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Journal ArticleDOI

Knowledge sharing among public sector employees: evidence from Malaysia

05 Apr 2011-International Journal of Public Sector Management (Emerald Group Publishing Limited)-Vol. 24, Iss: 3, pp 206-226

AbstractPurpose – The main purpose of this paper is to: identify the views of public sector employees towards the importance of Knowledge Sharing (KS); identify the barriers to KS; and identify initiatives that may encourage KS.Design/methodology/approach – The design employed in this research was mainly descriptive in nature. A survey‐based methodology employing a research questionnaire was used to elicit the views of public sector employees towards KS. A total of 320 questionnaires were randomly distributed and 170 were successfully collected, giving a response rate of 60 percent.Findings – The results showed that the respondents were very positive in their views towards “importance of KS” and they also strongly felt that knowledge was a source of competitive advantage. However, they were of the view that the importance of knowledge sharing was not clearly communicated and many of them were not sure whether KS strategy existed in their department. The public sector employees also showed self‐serving biases when...

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Citations
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Journal ArticleDOI
TL;DR: Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing and had a moderating effect on the relationship between motivating factors and knowledge sharing.
Abstract: Purpose – The purpose of this paper is to investigate the factors that affect knowledge sharing in a public sector organization.Design/methodology/approach – The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.Findings – Community‐related considerations, normative considerations and personal benefits were three motivators found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of normative consideration with social interaction, personal benefit with organizational support, and normative considerations with degree of courage, had a moderating effect on the relationship between motivating factors and knowledge...

307 citations


Cites background from "Knowledge sharing among public sect..."

  • ...Few studies focus on knowledge sharing in the public sector (Sandhu et al., 2011; Yusof et al., 2012)....

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  • ...In the past 20 years, significant changes have occurred in the public sector, moving from a traditional, bureaucratic approach to a more managerial one (Sandhu et al., 2011)....

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Journal ArticleDOI
TL;DR: Positive attitudes towards knowledge sharing were found and their intentions in this area were also good, which may be related to their belief that knowledge sharing will improve and extend their relationships with colleagues.
Abstract: Purpose – The purpose of this paper is to contribute to the limited previous research on knowledge sharing in universities, by profiling the attitudes of and intentions towards knowledge sharing of UK academics, and by profiling their views of some of the factors that might be expected to impact on knowledge sharing activitiesDesign/methodology/approach – A questionnaire‐based survey was used to gather a profile of UK academics' attitudes and intentions towards knowledge sharing and related factors, including expected rewards and associations, expected contribution, normative beliefs on knowledge sharing, leadership, structure, autonomy, affiliation to institution, affiliation to discipline, and technology platform Responses were received from 230 academics in 11 universitiesFindings – Respondents had positive attitudes towards knowledge sharing and their intentions in this area were also good This may be related to their belief that knowledge sharing will improve and extend their relationships with c

289 citations


Cites background or result from "Knowledge sharing among public sect..."

  • ...The high level of positive attitudes and intentions with respect to knowledge sharing is consistent with previous research in other public sector organisations (e.g. Gorry, 2008; Sandhu et al., 2011)....

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  • ...Managers also have a hand in the development of IT systems, reward systems, opportunities for interaction, and the availability of time for knowledge-sharing (Sandhu et al., 2011)....

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  • ...…a strong body of research into knowledge management and knowledge sharing in commercial environments, and growing interest in knowledge management in public sector organisations (e.g. Brown and Brudney, 2003; Sandhu et al., 2011), research into knowledge management in universities is very limited....

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Journal ArticleDOI
Abstract: Building on the Porter hypothesis, which posits that regulatory stringency triggers innovation and thereby allows firms to achieve the dual purpose of environment protection and enhanced business performance, the present research develops an integrative model that explores the determinants of green innovation with a focus being placed on knowledge sharing. Data were collected from 203 green innovation project leaders from electronics manufacturers operating in China. The results indicate that knowledge sharing mediates the relationship between green requirements and new green product success as well as that between green requirements and green product and process innovations. Interestingly, the empirical analysis rejects the hypothesized positive influence of green requirements on green product and process innovations as well as that on new green product success, while confirming that there exists a direct and positive association between green requirements and knowledge sharing. The direct positive impact of knowledge sharing is the strongest on green process innovation. This study provides a theoretical basis for investigating the possible determinants in the causal links between green requirements and green innovation success and establishes that knowledge sharing and green process innovation may be the points where leverage can be applied to best secure innovation success. Implications of the findings on environmental policy and law design are also discussed to see how the regulatory role of the government can be better positioned to facilitate compliance and innovation. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.

130 citations

Journal ArticleDOI
TL;DR: The structural model suggests a strong relationship between attitude to knowledge sharing, and intention to share knowledge, and Hypotheses regarding the influence of leadership, trust, organisational structure, time, and information technology on attitude toknowledge sharing were upheld.
Abstract: This study contributes to the limited research base on knowledge sharing in public sector organisations, specifically police forces, and organisations in the Middle East through a case study investigation into the factors that affect knowledge sharing in the Dubai Police Force. A questionnaire-based survey was conducted with staff in key departments in the Dubai Police Force. Informed by the literature and by interviews conducted in a previous phase, the core of the questionnaire was a bank of Likert-style questions covering the dependent variables intention to knowledge share, and attitude towards knowledge sharing, and the independent variables, trust, organisational structure, leadership, reward, time, and information technology. Data was analysed using structured equation modelling, in order to test the measurement model using confirmatory factor analysis, and to test the structural model. The structural model suggests a strong relationship between attitude to knowledge sharing, and intention to share knowledge. Hypotheses regarding the influence of leadership, trust, organisational structure, time, and information technology on attitude to knowledge sharing were upheld. Rewards did not to influence attitude to knowledge sharing. Recommendations are offered for practice and further research.

119 citations

Journal ArticleDOI
TL;DR: The paper proposes organisational commitment as the mediating variable between the identified predictors and knowledge sharing behaviour (knowledge donating and knowledge collecting) and offers a number of propositions which leads to a knowledge sharing model.
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 prac...

113 citations


Cites background from "Knowledge sharing among public sect..."

  • ..., 2013), information system personnel (Teh and Sun, 2012), public sector employees (Kumar and Che Rose, 2012; Sandhu et al., 2011), employees in the oil industry (Tohidinia and Mosakhani, 2010), employees in the hotel industry (Yang, 2007), teachers (Chen, 2011), construction team (Zhang and Ng, 2012), real estate employees (Will, 2012), librarians (Noaman and Fouad, 2014), virtual communities (Hassandoust et al....

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  • ...Nevertheless, it is important to take note that public organisations today, not only are regarded as knowledge-intensive organisations (Sandhu et al., 2011) but also deal with excessive retirement and attrition....

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  • ...One logical reason given for this limited focus is because of the non-profit nature of the public service organisations (Sandhu et al., 2011)....

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  • ...It is highly acknowledged that public service managers play a key role in determining and implementing public policies (Taylor and Wright, 2004), and carry out very critical responsibilities on behalf of the government (Sandhu et al., 2011)....

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  • ...However, the focus on public sector organisations was found to be relatively low as compared to the profit-orientated organisations (Razzaque et al., 2013; Sandhu et al., 2011)....

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References
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Journal ArticleDOI
TL;DR: The extent to which method biases influence behavioral research results is examined, potential sources of method biases are identified, the cognitive processes through which method bias influence responses to measures are discussed, the many different procedural and statistical techniques that can be used to control method biases is evaluated, and recommendations for how to select appropriate procedural and Statistical remedies are provided.
Abstract: Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

41,990 citations


"Knowledge sharing among public sect..." refers methods in this paper

  • ...To further reduce bias towards positive responses or answers which may result in common method error variance, we conducted factor analysis as suggested by Podsakoff et al. (2003)...

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Journal ArticleDOI
Abstract: Summary The paper explores the usefulness of analysing firms from the resource side rather than from the product side. In analogy to entry barriers and growth-share matrices, the concepts of resource position barrier and resource-product matrices are suggested. These tools are then used to highlight the new strategic options which naturally emerge from the resource perspective.

17,255 citations


"Knowledge sharing among public sect..." refers background in this paper

  • ...According to the resource based view, firms can maintain and achieve sustainable competitive advantage and earn superior profits if it owns and controls its tangible and intangible assets ( Wernerfelt, 1984...

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Book
01 Jan 2008
Abstract: Japanese companies, masters of manufacturing, have also been leaders in the creation, management, and use of knowledge-especially the tacit and often subjective insights, intuitions, and ideas of employees.

16,867 citations

Journal ArticleDOI
Abstract: This paper proposes a paradigm for managing the dynamic aspects of organizational knowledge creating processes. Its central theme is that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge. The nature of this dialogue is examined and four patterns of interaction involving tacit and explicit knowledge are identified. It is argued that while new knowledge is developed by individuals, organizations play a critical role in articulating and amplifying that knowledge. A theoretical framework is developed which provides an analytical perspective on the constituent dimensions of knowledge creation. This framework is then applied in two operational models for facilitating the dynamic creation of appropriate organizational knowledge.

16,363 citations


"Knowledge sharing among public sect..." refers background in this paper

  • ...One of the most important theories in the field of KM was however developed by Nonaka (1994)...

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Journal ArticleDOI
Abstract: Peter Senge, founder and director of the Society for Organisational Learning and senior lecturer at MIT, has found the means of creating a 'learning organisation'. In The Fifth Discipline, he draws the blueprints for an organisation where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nutured, where collective aspiration is set free, and where people are contually learning together. The Fifth Discipline fuses these features together into a coherent body of theory and practice, making the whole of an organisation more effective than the sum of its parts. Mastering the disciplines will: *Reignite the spark of learning, driven by people focused on what truly matters to them. *Bridge teamwork into macro-creativity. *Free you from confining assumptions and mind-sets. *Teach you to see the forest and the trees. *End the struggle between work and family time. The Fifth Discipline is a remarkable book that draws on science, spiritual values, psychology, the cutting edge of management thought and Senge's work with leading companies which employ Fifth Discipline methods. Reading it provides a searching personal experience and a dramatic professional shift of mind. This edition contains more than 100 pages of new material about how companies are actually using and benefiting from Fifth Discipline practices, as well as a new foreword from Peter Senge about his work with the Fifth Discipline over the last 15 years.

16,328 citations