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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Dissertation•
01 Jan 2012
18 citations
Cites background from "Knowledge sharing among public sect..."
...This means that the focus of KS should be more on the organisational members who are involved in the sharing of knowledge (Sandhu et al., 2011)....
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...Thirdly, since there is limited research on KS in the public sector in developing and emerging nations such as Malaysia per se, this empirical contribution enhances the theoretical knowledge on KS in the public sector from the perspective of developing countries (Sandhu et al., 2011)....
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...A study on knowledge sharing in the Malaysian public sector indicates that the most widely-used knowledge sharing initiatives were email systems, inter-agency activities and the use of ICT, followed by support of top management (Sandhu et al., 2011)....
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TL;DR: In this paper, Habibur Rahman, Mohammad Bin Rashid School of Government, Convention Tower, 13th Floor, PO Box 72229, Dubai, United Arab Emirates. Email: mohammad.habibur@mbrsg.ac.ae
Abstract: Mohammed Bin Rashid School of Government, Dubai, United Arab Emirates School of Business, Western Sydney University, Penrith, NSW, Australia UBD School of Business and Economics, Universiti Brunei Darussalam, Bandar Seri Begawan, Brunei Darussalam Correspondence Mohammad Habibur Rahman, Mohammed Bin Rashid School of Government, Convention Tower, 13th Floor, PO Box 72229, Dubai, United Arab Emirates. Email: mohammad.habibur@mbrsg.ac.ae
16 citations
TL;DR: In this paper, the authors determined the preferable leadership practised by colleges' directors, institutional factors and challenges encountered in knowledge sharing in Malaysian technical higher learning institutions (HLIs), using a pragmatic mixed-method strand, and obtained 212 teachers and instructors' viewpoints on knowledge sharing factors and barriers.
Abstract: This study determines the preferable leadership practised by colleges’ directors, institutional factors and challenges encountered in knowledge sharing in Malaysian technical higher learning institutions (HLIs). Using a pragmatic mixed-method strand, we obtained 212 teachers and instructors’ viewpoints on knowledge sharing factors and barriers. The study also interviewed four teachers in exploring college directors’ leadership practices and issues faced while sharing their knowledge and experiences with their colleagues. The findings revealed that technical college teachers favoured enabling others to act as a preferable leadership practice that empirically supports their knowledge sharing practices. Thus, reward system and culture were antecedents and significant predictors for teachers’ knowledge sharing practices in technical HLIs compared with their colleges directors’ transformational leadership practices. Teachers also highlighted that their directors provide affirmative responses concerning...
16 citations
Cites background or result from "Knowledge sharing among public sect..."
...…previous propositions emphasised that management support is critical for effective and successful knowledge sharing practices (Humayun and Gang 2013; Kang, Kim, and Chang 2008; Long et al. 2012; rivera-Vazquez, Ortiz-Fournier, and Flores 2009; Sandhu, Jain, and Ahmad 2011) in organisations....
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...…the technology, limits the intent to share knowledge with others. even though technology was chosen as an effective mediator for knowledge exchange, Sandhu, Jain, and Ahmad (2011) contended that deficiencies in the information technology system (IT) were considered barriers to knowledge sharing…...
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...This finding congruent with Sandhu, Jain, and Ahmad (2011) where employees expressed the need to support knowledge sharing activities with advanced technological devices and systems in easing the process of knowledge transfer in Malaysian public sector....
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...Furthermore, knowledge sharing strategy seems not be clearly explained by leaders within organisational context (Sandhu, Jain, and Ahmad 2011) to the employees....
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...This finding is consistent with (Sandhu, Jain, and Ahmad 2011; Skaik and Othman 2013) where time constraints were unfolding as main reasons academics and teachers do not have the opportunity to share work-related knowledge (Awang et al. 2011; Sandhu, Jain, and Ahmad 2011)....
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Dissertation•
27 Jun 2016
TL;DR: In this paper, the authors present a table of contents and a list of FIGURES, TABLES, ABBREVIATIONS, and ABBEVIATIONS for chapter one.
Abstract: .............................................................................................................................. v TABLE OF CONTENTS .........................................................................................................vii LIST OF FIGURES ................................................................................................................ xiv LIST OF TABLES ................................................................................................................... xv LIST OF APPENDICES ........................................................................................................xvii LIST OF ABBREVIATIONS .............................................................................................. xviii CHAPTER ONE ........................................................................................................................
15 citations
TL;DR: The positive fundamental role of considering the processes of managing unlearning and avoiding bad habits as two coordinator tools to achieve tangible assesses in organizations is revealed and the significance of considering such studies is specified for researchers.
Abstract: The purpose of this study is to examine the influence of unlearning on knowledge management (KM) in sport organizations.,The research method in this study was the descriptive–correlative type. Subjects in this research included all the employees of sport and youth organizations in Iran. To analyze the research data, inferential statistics including exploratory factor analysis, confirmatory factor analysis, Kolmogorov–Smirnov test, Pearson correlation coefficient and structural equation model were used. A theoretical model was developed and tested based on the literature review. Data were analyzed via SPSS and LISREL software.,The results from the study illustrate that there were significant relationships among all dimensions of unlearning and dimensions of KM. Furthermore, the model of the influence of unlearning on KM, as well as the model of the influence of dimensions of unlearning on KM, illustrates proper finesses.,Through this study, the positive fundamental role of considering the processes of managing unlearning and avoiding bad habits as two coordinator tools to achieve tangible assesses in organizations is revealed and the significance of considering such studies is specified for researchers. This study supported the members of sport organizations to understand how to improve knowledge and experience of the employees through unlearning.
15 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