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Journal ArticleDOI

Knowledge sharing among public sector employees: evidence from Malaysia

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...
Citations
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Journal ArticleDOI
TL;DR: This is the first known study to investigate the sources of self-efficacy that impact researchers’ use of social media for knowledge sharing and to explore how these sources impact their use.
Abstract: The purpose of this paper is to investigate the sources of self-efficacy that researchers rely on when using social media for knowledge sharing and to explore how these sources impact their use.,The study employed 30 semi-structured interviews with researchers at a major Scottish university. The authors analysed the interview transcriptions using directed content analysis.,The researchers relied on the four sources of self-efficacy proposed by Bandura (1977) when using social media for knowledge sharing. These sources lead researchers to use social media effectively and frequently for sharing knowledge, although some may discourage its use.,It extends the self-efficacy integrative theoretical framework of Bandura (1977) by presenting the relative amount of the influence of these sources for researchers to share their ideas, experiences, questions and research outputs on social media. While the participants included academic staff, postdoctoral researchers, and PhD students, the majority were PhD students.,The findings can help universities understand how to promote productive use of social media. For example, academic staff who have high personal mastery experience could mentor those who do not.,This is the first known study to investigate the sources of self-efficacy that impact researchers’ use of social media for knowledge sharing.

21 citations

Journal ArticleDOI
TL;DR: It was demonstrated that there was a significant relationship between KM and OI, and all alternative hypotheses were confirmed and KM predicted the aspects of organizational innovation in higher educational institutions.
Abstract: This study aims to investigate the relationship between knowledge management (KM) and organizational innovation (OI) in higher educational institutions.,The research method in the study was the descriptive – correlative type and was applied research based on the target. The study population consisted of managers and staff members of 63 Iranian higher educational institutions. In this research, descriptive and inferential statistics were used. To analyse research data, descriptive statistics, and for inferential statistics, the Pearson correlation coefficient test, the simple linear regression test and multiple regression tests were used. For data analysis, SPSS software was used.,The results of the study demonstrated that there was a significant relationship between KM and OI, and all alternative hypotheses were confirmed. In addition, KM predicted the aspects of organizational innovation in higher educational institutions.,This study supported the members of higher educational institutions to understand how to increase OIbetter and to improve the knowledge and experience of the employees through KM.

20 citations

Journal ArticleDOI
TL;DR: In this paper, the authors investigated the impact of ownership of public sector organizations on the implementation of knowledge management processes and subsequent performance and found that federal government organizations implement all four KM processes to the greatest extent, followed by state and semi-government organizations.
Abstract: The purpose of this paper is to investigate the impact of ownership of public sector organizations on the implementation of knowledge management (KM) processes and subsequent performance.,Using 268 responses obtained from a structured country-wide survey, the study assesses the hypothesized differences in the implementation of KM processes (knowledge creation, knowledge capture and storage, knowledge sharing and knowledge application and use), the overall performance benefits of implementation (innovation, quality and operational performance), and their relationships, among the federal, state and semi-government organizations in the United Arab Emirates.,The results show that federal government organizations implement all four KM processes to the greatest extent, followed by state and semi-government organizations. In general, all KM processes had a significant positive impact on the innovation, quality and operational performance of the public sector, but the strength of this impact was found to differ across different public sector organizations. The overall improvement in all three performance aspects was found to be highest for federal, followed by state and semi-government organizations.,The findings of this study are useful for practitioners and policymakers, especially those overseeing national KM programs to devise strategies, policies and support mechanisms to ensure that public sector organizations, regardless of their ownership, can implement efficient and effective KM processes and achieve their desired performance goals.,The study is arguably the first comprehensive attempt to understand the impact of firm ownership on KM in the public sector.

20 citations

Journal ArticleDOI
TL;DR: In this article, the antecedents of knowledge sharing behavior (KSB) and the causal effect of cultural diversity management, interpersonal trust, and leader-empowering behavior on KSB of culturally diverse academic staff were identified.
Abstract: Taking higher educational institutes (HEIs) operating in Islamabad metropolitan, and Pakistan as research context, the purpose of this paper is to identify the antecedents of knowledge sharing behavior (KSB) and to check their causal effect in perspective of culturally diverse academic staff. In addition, the authors suggest certain policies for HEIs that can raise knowledge sharing practices in multicultural environment.,It is a cross-sectional study, quantitative in nature, and has used a self-administered questionnaire for data collection. With proportionate stratified random sampling technique, 278 academic employees working in three faculties from six public sector universities operating in Islamabad metropolitan have recorded their responses. This research also applied confirmatory factor analysis and structural equation modeling to examine the proposed hypothesis of this inquiry.,The empirical results indicate significant and positive effect of cultural diversity management, interpersonal trust, and leader-empowering behavior on KSB, whereas knowledge technology has insignificant effect on KSB of culturally diverse academic staff. Moreover, proposed model has explained 54 percent variation in endogenous construct.,The present research aids academic leadership in designing policies and strategies to enhance knowledge sharing among faculty members and to create a supportive knowledge sharing culture.,This study fills the empirical gap that exists in literature by exploring the antecedents and their effect on KSB of multicultural academic staff associated in public sector HEIs in Islamabad metropolitan, Pakistan.

19 citations

Journal ArticleDOI
TL;DR: In this article, the authors report the findings of a study examining the relationship between transformational leadership, work engagement and workplace spirituality of academic employees in four PHEIs in Malaysia.
Abstract: Article history: Received: September 17 2019 Received in revised format: September 29 2019 Accepted: October 10, 2019 Available online: October 10, 2019 This paper reports the findings of a study examining the relationship between transformational leadership, work engagement and workplace spirituality of academic employees in four PHEIs in Malaysia. The perceptions of academic employees regarding the transformational leadership style, work engagement and workplace spirituality were assessed in an empirical study on a sample of 369 full-time academic employees working in higher education institutions in Malaysia. The study found a satisfactorily good level of influence between transformational leadership and workplace spirituality and work engagement. The paper also provides insights into enhancing employees work engagement via transformational leaders through their abilities to create workplace spirituality. The findings also provide evidence that transformational leaders play a crucial role in shaping workplace spirituality and employee’s level of work engagement in an emerging country work setting. © 2020 by the authors; licensee Growing Science, Canada

19 citations


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

  • ...Recent exceptions include the work of Selvarajah and Meyer (2008) who examined the gap between implicit leadership theory and actual leaders’ behaviour among Malaysian managers and Sandhu et al....

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  • ...Recent exceptions include the work of Selvarajah and Meyer (2008) who examined the gap between implicit leadership theory and actual leaders’ behaviour among Malaysian managers and Sandhu et al. (2011) who investigated the influence of distinct ethnic groups on leadership in Malaysia....

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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.

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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Journal ArticleDOI
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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Journal ArticleDOI
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

Journal ArticleDOI
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