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 introduced the concept of public service motivation (PSM) to the study of knowledge sharing among civil servants and empirically tested whether PSM predicts knowledge sharing, and their hypotheses received strong support.
Abstract: The literature on knowledge sharing motivation has addressed the importance of both extrinsic and intrinsic motivation to sharing knowledge. However, a theory of knowledge sharing motivation in the public sector requires particular consideration since government’s main concern is in public service, not profits. Therefore, the present study introduces the concept of public service motivation (PSM) to the study of knowledge sharing among civil servants. Based on the PSM theory, this study postulates that civil servants’ interest in policy making, commitment to the public interest, compassion, and willingness for self-sacrifice can drive them to share knowledge for a sacred reason – serving the public interest. By using the data collected from middle-level public managers in Taiwan, the authors empirically tested whether PSM predicts knowledge sharing, and our hypotheses received strong support. Thus, PSM opens a new window for researchers interested in the study of knowledge sharing in the public sector.Poi...
47 citations
Cites background from "Knowledge sharing among public sect..."
...Indeed, a few publications that explore antecedents of knowledge sharing in the public sector appear in generic management journals (Cong et al., 2007; Lee and Ahn, 2007; Sandhu et al., 2011; Seba et al., 2012; Taylor and Wright, 2004; Yao et al., 2007; Yusof et al., 2012)....
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TL;DR: In this paper, a comparative study between universities and intermediate colleges in Gaza Strip that explores the status of knowledge management maturity using the Asian Productivity Model has been conducted and the overall findings of the current study show that maturity level is in the second level.
Abstract: This paper aims to measure knowledge management maturity in higher education institutions to determine the impact of knowledge management on high performance. Also the study aims to compare knowledge management maturity between universities and intermediate colleges. This study was applied on five higher education institutions in Gaza strip, Palestine. Asian productivity organization model was applied to measure Knowledge Management Maturity. Second dimension which assess high performance was developed by the authors. The controlled sample was (917). Several statistical tools were used for data analysis and hypotheses testing, including reliability correlation using Cronbach’s alpha, “ANOVA”, Simple Linear Regression and Step Wise Regression. The overall findings of the current study show that maturity level is in the second level. Findings also support the main hypothesis and its sub- hypotheses. The most important factors effecting high performance are: Processes, knowledge management leadership, People, knowledge management Outcomes. Furthermore, the current study is unique by the virtue of its nature, scope and way of implied investigation, as it is the first comparative study between universities and intermediate colleges in Gaza Strip that explores the status of knowledge management maturity using the Asian Productivity Model.
46 citations
01 Jan 2018
TL;DR: In this article, the authors used the Asian knowledge model (APO) as a determinant for performance excellence in universities and identified the most effecting factors on it, which was applied on Al-Azhar University in Gaza strip.
Abstract: This study aims to use the Asian knowledge model “APO” as a determinant for performance excellence in universities and identifying the most effecting factors on it. This study was applied on Al-Azhar University in Gaza strip. The result of the study showed that (APO) model is valid as a measure and there are four dimensions in the model affecting significantly more than the others (university processes, KM leadership, personnel, KM outputs). Furthermore, performance excellence produced though modernizing the means of education, curriculum development, technology and flexibility in the organizational structure. The study recommends expanding the usage of (APO) model, enhancing the role of knowledge leadership, technology, organizational flexibility, sharing culture and incentive systems that encouraging innovation.
46 citations
Cites background from "Knowledge sharing among public sect..."
...…plays a pivotal role in promoting and developing knowledge exchange behavior by contributing to employee experiential learning, providing opportunities for process management, developing IT systems, reward systems, opportunities and interaction (Sandhu et al., 2011; Rivera & Rivera, 2016)....
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TL;DR: Podejście zasobowe ma ugruntowaną pozycje w zarządzaniu strategicznym organizacją publiczną.
Abstract: Podejście zasobowe ma ugruntowaną pozycje w zarządzaniu strategicznym organizacją publiczną. Niewiele miejsca poświeca sie mu jednak w zarządzaniu publicznym, choc jak wskazuje literatura moze byc ono receptą na turbulencje otoczenia z ktora muszą sie mierzyc takze organizacje publiczne. Niniejszy artykul skupia sie na przeglądzie dotychczasowych badan z zakresu zastosowania podejścia zasobowego w zarządzaniu organizacją publiczną
38 citations
DOI•
01 Jan 2016
TL;DR: In this article, the authors compared knowledge management (KM) factors which have strong impact on high performance between three intermediate colleges in Gaza strip, Palestine and found that the most important factors affecting high performance are the processes, KM leadership, people and KM outcomes.
Abstract: This paper aims to determine knowledge management (KM) factors which have strong
impact on high performance. Also, the study aims to compare KMM between intermediate
colleges. This study was applied on three intermediate colleges in Gaza strip, Palestine.
Asian productivity organization model was applied to measure KMM. Second dimension
which assess high performance was developed by the authors. The controlled sample was
190. Several statistical tools were used for data analysis and hypotheses testing, including
reliability correlation using Cronbach's alpha, 'ANOVA', simple linear regression and step
wise regression and LSD test. The overall findings of the current study show that maturity
level is in the second level. Findings also support the main hypothesis and its subhypotheses.
The most important factors effecting high performance are the processes, KM
leadership, people and KM outcomes. In addition, there are differences in high performance
for college (PTC). Furthermore, the current study is unique by the virtue of its nature, scope
and way of implied investigation, as it is the first comparative study between intermediate
colleges in Palestine that explores the status of KMM using the Asian productivity model.
Research limitations was that the survey findings were based on intermediate colleges in
Gaza Strip.
38 citations
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