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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01 Jan 2012
TL;DR: In this article, the authors explored the effects of organizational learning and knowledge sharing on service innovation performance at 5 stars hotels in Kusadasi, Turkey, where Questionnare technique has been used to gather primary data.
Abstract: One of the most important success criterion of hotel managements’ future plannings are to response variable customer expectations in time and be preferred by showing differences from the competitors. From this aspect, the innovation for hotel management’s service is crucial. It’s obvious that hotel management internal dynamics and organizational climate will be effective on this innovation studies. It’s seen that limited research about innovation and service innovation performance at hotel management has been carried out. This research aims at exploring the effects of organizational learning and knowledge sharing on service innovation performance at 5 stars hotels in Kusadasi. Primary and secondary data are used in this research. Questionnare technique has been used to gather primary data. Findings have clearly shown that organizational learning orientation and knowledge sharing among hotel employees have positive effects on service innovation performance. It’s expected that the findings of this study will contribute to hotel managers and the literature to create innovative climate at hotel managements.
1 citations
TL;DR: In this paper, a study on knowledge sharing practices in academic institutions is presented, where the authors see interesting perspectives on faculty sharing knowledge with students and the theory of planned behaviour which consists of Attitude(AT), Subjective Norms(SN) and Perceived Behavioral Control (PBC) is reflected in this paper, this is analyzed while comparing and contrasting private and public universities across three parameters AT,SN,PBC.
Abstract: This article points out that the society is becoming more and more knowledge based. Organizations that create, share and evolve knowledge are becoming the leading organizations of success. Therefore, the study focuses on knowledge sharing practices in academic institutions, here we see interesting perspectives on faculty sharing knowledge with students .The theory of planned behaviour which consists of Attitude(AT), Subjective Norms(SN) and Perceived Behavioral Control (PBC) is reflected in this paper, this is analysed while comparing and contrasting private and public universities across three parameters AT,SN,PBC. Attitude stands the highest in private universities as compared to public.SN is the highest overall in both private and public universities taken together; proving that people’s influence in sharing knowledge in both together is high. PBC has a high score in public universities compared to private universities.
TL;DR: In this article, a causal model on job performance among the employees of cooperatives in the Davao region influenced by the three exogenous variables, transformational leadership, organizational culture, and knowledge management is presented.
Abstract: This study intended to formulate a causal model on job performance among the employees of cooperatives in the Davao region influenced by the three exogenous variables, transformational leadership, organizational culture, and knowledge management. The study employed descriptive – correlational technique and structural equation modeling. 400 respondents from the different cooperatives in the Davao region were selected through random and stratified sampling. The study's findings reveal that the three exogenous variables were interrelated and directly influenced job performance, as shown by the model modifications and very high descriptive rating. Four hypothesized models were derived, and model modification four was the best fit model for job performance. The best fit model for job performance was presented the retained indicators of the three exogenous variables, transformational leadership's perceived individualized influence, inspirational motivation measures, and intellectual stimulation. Knowledge management's knowledge sharing and knowledge creation and organizational culture's organizational leadership, management of employees, and organizational glue. The study, therefore, presents the best model for job performance to be utilized as a basis among cooperatives in the Davao region to formulate policies that would enhance their operation in improving job performance and open doors for more research endeavors regarding the subject.
20 Jul 2022
TL;DR: In this article , the authors explored issues around human resources and training within Eskom using the Medupi Power Station as a case study and proposed a new knowledge transfer model for the project.
Abstract: The study explores issues around human resources and training within Eskom using the Medupi Power Station as a case study. This power station is currently being constructed in the Limpopo province approximately 350 kilometres north of Gauteng. The main aim of the study was to identify the skills shortages on the project and make recommendations on how to manage them in the long and short term. The research objectives included ascertaining the types of skills shortages being experienced and perceptions regarding the employment of expatriates and their contribution to knowledge transfer at Eskom. The mixed methods approach was utilised to conduct the research. The combination of quantitative and qualitative methods using questionnaires and interviews provided detailed and relevant data for addressing the research questions. A sample of 48 highly skilled employees who are currently working on the Medupi Project participated in the study. They included senior management, engineering and other technical staff and human resources personnel. The results revealed the nature of the skills shortages on the Project, namely supervisory, civil engineering and contracts management skills. The findings regarding the employment of expatriates reveal that they are employed on a contract basis and can terminate their contract on a short notice. This has an adverse effect on continuity on the Project. In addition, the local employees believed that the expatriates are chiefly motivated by the financial incentives and are not fully capable of transferring skills as they do not have power station experience. The study proposes a new knowledge transfer model for the Medupi Project. According to this model, the line management’s ability to provide an enabling work environment and support for on-the-job training influences knowledge transfer. Furthermore, employee motivation to acquire and utilise a newly learnt skill on the job, the setting of goals that are achievable given the multitude of constraints experienced on the Project, and senior management support are key determinants of line managements’ success in providing an enabling knowledge transfer environment.
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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