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
TL;DR: In this paper, a survey-based methodology employing a research questionnaire was used to elicit 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.
Abstract: Purpose – 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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TL;DR: In this article, the authors analyzed recent development of talent management among public service managers in Malaysia and found that despite the initiatives taken by the government, Malaysia is still short of talented people and struggling to develop talent, and talented skilful people are leaving.
Abstract: The aim of this current study was to analyze recent development of talent management among public service managers in Malaysia. The study brings understanding on talent management and broader human capital issues within Malaysia context by analysing the comprehensive literature. Government of Malaysia is emphasizing on development of talent in the public sector, as it is the most significant resource for the public service. The study found that the government has invested in various programs and initiatives to develop and produce key talented human capital within the public sector. However, despite the initiatives taken by the government, Malaysia is still short of talented people and struggling to develop talent, and talented skilful people are leaving. The study also indicated that year after year increasing number of graduates are being produced at the public universities, but the education system is not producing the right skilful individuals for the particular position or task, resulting in talent mismatch. Another key issue is the incapability to retain talented people that led to poor innovation and creativity within the country. Is key issue is part of the factors discussed in the 10th and 11th Malaysia Plan, and is a concern, as it plays a role in preventing the progress of Malaysia in achieving a developed nation by 2020. As one of the key aspirations of Malaysia is to enrich public service in Malaysia as a citizen centre that is having talented human capital. The study revealed that there is a need for in-depth quantitative and qualitative further research to discover new insights on talent management and retain talent among the public sector managers in Malaysia.
9 citations
Cites background from "Knowledge sharing among public sect..."
...The public sector is responsible for designing and monitoring policies practices (Taylor & Wright, 2004), including being responsible for the governmental duties and regulations (Sandhu et al., 2011)....
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03 Oct 2018
TL;DR: In this paper, the authors examined the impact of motivational factors on the knowledge sharing behavior of managers in the Ready-Made Garments (RMG) industry of Bangladesh and found that among the selected motivational factors, enjoyment in helping others was highly associated with knowledge sharing behaviour of managers.
Abstract: The study aimed to examine the impact of motivational factors on the knowledge sharing behaviour of managers in the Ready-Made Garments (RMG) industry of Bangladesh. Everyone has knowledge and can be part of knowledge sharing specially in organizations where employees need knowledge from the seniors or other personnel to perform better. However, barriers in the knowledge sharing process are common while some motivators could be effective to overcome those barriers and motivate individuals to share their knowledge with others in the organisations. This study integrates motivational perspectives into the Theory of Planned Behaviour (TPB) to examine the impact of both intrinsic and extrinsic motivators on managers' knowledge sharing behaviour in selected organisational contexts. The study used a quantitative strategy and a cross-sectional survey method for data collection from 110 respondents comprising general managers, product managers, shift managers, quality managers and line managers from randomly selected top 30 RMG organizations in Dhaka, Bangladesh. The results showed that among the selected motivational factors, enjoyment in helping others was highly associated with knowledge sharing behaviour of managers in RMG organizations. However, expected organizational rewards, reciprocal benefits and knowledge self-efficacy have a moderate level of impact on managers' knowledge sharing behaviour. © 2018, Journal of Business and Retail Management Research (JBRMR).
8 citations
TL;DR: In this paper, the authors investigated the effects of social and individual factors of strength of ties, perceived benefits, extrinsic rewards, recognition, reciprocity, and perceived cost on sharability.
Abstract: This study investigated the effects of social and individual factors of strength of ties, perceived benefits, extrinsic rewards, recognition, reciprocity, and perceived cost on sharability. A survey was sent to 170 librarians at special, public, and academic libraries across Kuwait; 139 responses were received for a response rate of 80%. It was found that the strength of ties and perceived benefits had a positive effect and perceived costs had a negative effect on sharability. The findings can help libraries identify the opportunities and barriers to motivate librarians to share their knowledge. This study is a useful contribution to knowledge management literature, especially concerning the library context.
8 citations
Cites background from "Knowledge sharing among public sect..."
...In a study done by Sandhu et al. (2011), in the public sector to identify enablers and barriers to knowledge sharing, they found that the main organizational barriers were a lack of information technology (IT) systems and a lack of rewards and recognition....
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Dissertation•
14 Jan 2015
TL;DR: Submitted in fullfilment of part of the requirements for the Degree of Doctor of Technology: Management Sciences, Durban University of Technology, 2014.
Abstract: Submitted in fullfilment of part of the requirements for the Degree of Doctor of Technology: Management Sciences, Durban University of Technology, 2014.
8 citations
01 Jan 2015
TL;DR: In this paper, the authors apply the Theory of Planned Behaviour (TPB) to explain knowledge-sharing behavior among academic staff at selected private HEIs in Malaysia, and identify the motivation that influences knowledgesharing behavior.
Abstract: Everybody can be part of knowledge-sharing activities, and this is especially true if we are referring to Higher Education Institutions (HEIs), where, in many situations, knowledge sharing can be seen to take place via natural activities. However, barriers and problems for knowledge sharing are also common. This is because some people think that their knowledge is valuable and important and are unwilling to share unless there are enough incentives. This study applies the Theory of Planned Behaviour (TPB) to explain knowledge-sharing behaviour among academic staff at selected private HEIs in Malaysia. The main objective of this study is to identify the motivation that influences knowledgesharing behaviour. A total of 110 respondents participated in answering this study's questionnaire. The findings revealed that knowledge-sharing behaviour among academic staff exists and is affected by different motivational factors such as organisational rewards and reciprocal benefit as extrinsic factors and self efficacy and enjoyment in helping other as intrinsic factors.
8 citations
Cites result from "Knowledge sharing among public sect..."
...This result is consistent with the finding in a study by Sandhu et al. (2011) who found an insignificant relationship between expected organisational rewards and KS behaviour....
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References
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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.
52,531 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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TL;DR: In this paper, the authors explore the usefulness of analyzing 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.
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.
18,677 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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TL;DR: In this paper, the authors propose a paradigm for managing the dynamic aspects of organizational knowledge creating processes, arguing that organizational knowledge is created through a continuous dialogue between tacit and explicit knowledge.
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.
17,196 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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Book•
01 Jan 2008
TL;DR: The 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 as discussed by the authors.
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.
16,886 citations
TL;DR: Senge's Fifth Discipline is a set of principles for building a "learning organization" as discussed by the authors, 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.
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.
16,386 citations