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: Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing and had a moderating effect on the relationship between motivating factors and knowledge sharing.
Abstract: Purpose – The purpose of this paper is to investigate the factors that affect knowledge sharing in a public sector organization.Design/methodology/approach – The paper is based on quantitative research. The data were gathered through questionnaires and analyzed using multiple regression.Findings – Community‐related considerations, normative considerations and personal benefits were three motivators found to have a unique contribution to the variance in knowledge sharing. The following enablers had a significant main effect on knowledge sharing: social interaction, rewards, and organizational support. Two barriers, degree of courage and degree of empathy, which measured organizational climate, were found to have a significant main effect on knowledge sharing. The interaction of normative consideration with social interaction, personal benefit with organizational support, and normative considerations with degree of courage, had a moderating effect on the relationship between motivating factors and knowledge...
352 citations
Cites background from "Knowledge sharing among public sect..."
...Few studies focus on knowledge sharing in the public sector (Sandhu et al., 2011; Yusof et al., 2012)....
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...In the past 20 years, significant changes have occurred in the public sector, moving from a traditional, bureaucratic approach to a more managerial one (Sandhu et al., 2011)....
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TL;DR: Positive attitudes towards knowledge sharing were found and their intentions in this area were also good, which may be related to their belief that knowledge sharing will improve and extend their relationships with colleagues.
Abstract: Purpose – The purpose of this paper is to contribute to the limited previous research on knowledge sharing in universities, by profiling the attitudes of and intentions towards knowledge sharing of UK academics, and by profiling their views of some of the factors that might be expected to impact on knowledge sharing activitiesDesign/methodology/approach – A questionnaire‐based survey was used to gather a profile of UK academics' attitudes and intentions towards knowledge sharing and related factors, including expected rewards and associations, expected contribution, normative beliefs on knowledge sharing, leadership, structure, autonomy, affiliation to institution, affiliation to discipline, and technology platform Responses were received from 230 academics in 11 universitiesFindings – Respondents had positive attitudes towards knowledge sharing and their intentions in this area were also good This may be related to their belief that knowledge sharing will improve and extend their relationships with c
329 citations
Cites background or result from "Knowledge sharing among public sect..."
...The high level of positive attitudes and intentions with respect to knowledge sharing is consistent with previous research in other public sector organisations (e.g. Gorry, 2008; Sandhu et al., 2011)....
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...Managers also have a hand in the development of IT systems, reward systems, opportunities for interaction, and the availability of time for knowledge-sharing (Sandhu et al., 2011)....
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...…a strong body of research into knowledge management and knowledge sharing in commercial environments, and growing interest in knowledge management in public sector organisations (e.g. Brown and Brudney, 2003; Sandhu et al., 2011), research into knowledge management in universities is very limited....
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TL;DR: In this paper, the authors developed an integrative model that explores the determinants of green innovation with a focus being placed on knowledge sharing and found that knowledge sharing mediates the relationship between green requirements and new green product success.
Abstract: Building on the Porter hypothesis, which posits that regulatory stringency triggers innovation and thereby allows firms to achieve the dual purpose of environment protection and enhanced business performance, the present research develops an integrative model that explores the determinants of green innovation with a focus being placed on knowledge sharing. Data were collected from 203 green innovation project leaders from electronics manufacturers operating in China. The results indicate that knowledge sharing mediates the relationship between green requirements and new green product success as well as that between green requirements and green product and process innovations. Interestingly, the empirical analysis rejects the hypothesized positive influence of green requirements on green product and process innovations as well as that on new green product success, while confirming that there exists a direct and positive association between green requirements and knowledge sharing. The direct positive impact of knowledge sharing is the strongest on green process innovation. This study provides a theoretical basis for investigating the possible determinants in the causal links between green requirements and green innovation success and establishes that knowledge sharing and green process innovation may be the points where leverage can be applied to best secure innovation success. Implications of the findings on environmental policy and law design are also discussed to see how the regulatory role of the government can be better positioned to facilitate compliance and innovation. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.
194 citations
TL;DR: In insights into the knowledge-sharing–attitude–behaviour–work performance linkage are provided, which addresses a relatively neglected area in knowledge management research, namely, that of individual knowledge behaviours and their performance impact.
Abstract: Purpose
The purpose of this study is to examine whether individual-level knowledge sharing (in terms of attitudes, benefit estimations, self-efficacy and actualised behaviours) affects individual work performance.
Design/methodology/approach
Hypotheses are tested through structural equation modelling of survey data collected from 595 members of a public organisation.
Findings
The findings confirm the hypothesis that knowledge-sharing propensity impacts positively on knowledge-sharing behaviour. Additionally, knowledge-sharing behaviour mediates the relationship between knowledge-sharing propensity and individual performance. The latter effect is also significant amongst the most highly educated members of the organisation but not among those with the lowest educational levels.
Originality/value
This paper provides insights into the knowledge-sharing–attitude–behaviour–work performance linkage. It thus addresses a relatively neglected area in knowledge management (KM) research, namely, that of individual knowledge behaviours and their performance impact, with an aim to better understand the micro-foundations of KM. It also contributes to knowledge on KM in the public sector.
140 citations
Cites background from "Knowledge sharing among public sect..."
...Additionally, most research on knowledge sharing concentrates on private companies, with relatively few empirical studies on knowledge sharing in public sector organisations (Amayah, 2013; Sandhu et al., 2011; Willem and Buelens, 2007)....
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...This means that knowledge is considered their key resource (Willem and Buelens, 2007; Sandhu et al., 2011; Siong et al., 2011); therefore, facilitating knowledge sharing and improving the management of knowledge are seen as critical challenges in the public sector (Silvi and Cuganesan, 2006; Kim and Lee, 2006)....
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...This means that knowledge is considered their key resource (Willem and Buelens, 2007; Sandhu et al., 2011; Siong et al., 2011); therefore, facilitating knowledge sharing and improving the management of knowledge are seen as critical challenges in the public sector (Silvi and Cuganesan, 2006; Kim…...
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TL;DR: This paper offers some theoretical and practical insights on what contributes toward understating the determinates affecting knowledge sharing practices among academics among academics.
Abstract: Purpose
The purpose of this paper is to help in providing a better understanding on knowledge sharing amongst academics in higher education institutions (HEIs). The aim of this study is realized by profiling existing literature to understand the determinants of knowledge sharing, research trends, theories, and future research opportunities.
Design/methodology/approach
After carefully examining the extant literature and by utilizing relevant academic-based research databases, a total of 73 papers published in peer-reviewed journals over the last decade were reviewed and analyzed using well-established systematic literature review methodology.
Findings
The adopted systematic review revealed that there are limited contributions in understanding knowledge sharing in HEIs when compared with other sectors. The review provides a number of avenues for future research including technological, cultural, organizational, and behavioral aspects at different levels.
Practical implications
This study helps in offering a focal point to senior management in HEIs for realizing the requirements for developing appropriate strategies and programs to promote knowledge sharing among academics and consequently enhance their institutions’ performance.
Originality/value
This study utilized Jesson et al. (2011) in presenting a comprehensive systematic review of knowledge sharing specifically in the context of HEIs. This paper offers some theoretical and practical insights on what contributes toward understating the determinates affecting knowledge sharing practices among academics.
135 citations
References
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TL;DR: In this article, four contrasting approaches to the use of stories within an organizational context are extracted from the literature: stories as a research tool; enhancing actual stories; embracing fiction; and traditional forms of story.
Abstract: Part two of a two-part article continuing the theme of a earlier article (BIR, 17(3) Sep 2000, 147–156) which outlined some of the uses of storytelling for communication and knowledge disclosure. Story is positioned against other approaches to storytelling in organizations and identifies the different forms of purposeful story that can be constructed using anecdotal material, archetypes and values extracted from an organization. Four contrasting approaches to the use of stories within an organizational context are extracted from the literature: stories as a research tool; enhancing actual stories; embracing fiction; and traditional forms of story. Story is distinguished by: its anecdotal collection methods which reduce the impact of the researcher; the use of anecdotal material for stories the identification of archetypes and organizing principles expressed in those anecdotes; the deliberate attempt to change or reinforce the culture as represented by those archetypes and organizing principles; and the em...
52 citations
"Knowledge sharing among public sect..." refers background in this paper
...Some of the popular KS initiatives employed in today's knowledge based organisations and discussed in the literature are story telling ( Snowden, 2000...
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IBM1
TL;DR: Hildreth et al. as discussed by the authors identified four common barriers that prevent two parties from coming together and sharing knowledge: awareness, access, application and perception, and highlighted practices that organizations can put into place to provide effective support for these communities.
Abstract: Many organizations have invested a significant amount of time, energy and resources in overcoming intra-organizational barriers to sharing knowledge. Such barriers prevent individuals who are looking for knowledge from connecting with those who possess it. In this chapter, four common barriers (that the authors have seen in their work with knowledge-based organizations) have been identified that prevent two parties from coming together and sharing knowledge: awareness, access, application and perception. Based on their research and experience, they describe how Communities of Practice can be an important vehicle for breaking through each of these barriers and enabling knowledge to flow more effectively within organizations. In addition, practices are highlighted that organizations can put into place to provide effective support for these communities. This chapter appears in the book, Knowledge Networks: I novation Through Communities of Practice, edited by Paul M. Hildreth and Chris K mble. Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. 701 E. Chocolate Avenue, Suite 200, Hershey PA 17033-1240, USA Tel: 717/533-8845; Fax 717/533-8661; URL-http://www.idea-group.com IDEA GROUP PUBLISHING Overcoming Knowledge Barriers with Communities of Practice 15 Copyright © 2004, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. INTRODUCTION Perhaps one of the most vexing problems facing organizations is the need to improve intra-organizational coordination. Firms, recognising the need to coordinate activities on a global basis, have spent significant time, resources and energy to bring together disparate functions and systems to eliminate these barriers. For example, pharmaceutical firms have long been organized by corporate functions, i.e., marketing, manufacturing, and research and development (R&D). Often these groups remained insular silos that lacked effective cross-functional knowledge sharing mechanisms. To address this challenge, many of these firms have created cross-functional drug discovery teams that support a drug candidate from the discovery phase through manufacturing and sales. Other organizations facing similar challenges have looked for similar ways of better coordinating their internal resources and activities. Yet, despite their best efforts, organizations continue to be faced with additional barriers that inhibit the ability of their employees to share knowledge. Issues such as geographic boundaries, differences in regional cultures and a lack of awareness of others with similar interests make knowledge sharing a difficult activity. While these roadblocks are often not visible, and their boundaries not easily drawn, they represent a substantial challenge for many firms to overcome. In many of the globally-distributed companies and government organizations with which we have worked, we have seen a number of difficulties associated with finding critical expertise, transferring knowledge between locations and ensuring that individuals are appropriately recognized for sharing knowledge. Often, these impediments to knowledge sharing can significantly hamper firm performance, as organizations are unable to take advantage of one of their most valuable assets: their employees’ know-how and expertise. In this chapter, we outline how Communities of Practice (CoPs) can help organizations break through the barriers that impede effective knowledge sharing. A CoP is a group of individuals who regularly engage in sharing and learning based on their common interests or methods of working. Within communities, individuals interact with one another to solve problems, test new ideas, learn about new developments in their field and build a sense of affiliation with others in similar circumstances. Membership within CoPs often fluctuates, in terms of both the number of participants and the level of intensity with which people partake in the community activities. These communities can be either self-organized by members, or brought together by the organization to encourage this form of interchange between practitioners. Communities, through their ability to foster the development of connections, relationships and common context between knowledge seekers and sources, can help eliminate many of the common knowledge sharing barriers that plague even the most successful organizations. 8 more pages are available in the full version of this document, which may be purchased using the "Add to Cart" button on the product's webpage: www.igi-global.com/chapter/overcoming-knowledge-barrierscommunities-practice/25419?camid=4v1 This title is available in InfoSci-Books, InfoSci-Knowledge Management, Library Science, Information Studies, and Education, InfoSci-Library and Information Science, InfoSciSelect, InfoSci-Select. Recommend this product to your
39 citations
TL;DR: In this paper, the authors look at the changes experienced by public sector organisations during the last 20 years of the twentieth century, when they were being transformed from a bureaucratic system to a market-oriented results-driven system.
Abstract: Introduces the special issue, which looks at the changes experienced by public sector organisations during the last 20 years of the twentieth century, when they were being transformed from a bureaucratic system to a market‐oriented results‐driven system. States that during the 1990s the need for participation, involvement and empowerment of staff began to pervade the thinking of public managers and there was a move away from the old hierarchical command structures in the public sector in order to create more fluid responsive organisations. The issue looks at some of the negative and unanticipated effects of these changes.
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