Showing papers on "Knowledge sharing published in 2022"

The Impact of Leadership on Boosting Employee Creativity: The Role of Knowledge Sharing as a Mediator

Abstract: In this study, we examined the role that knowledge sharing plays in mediating the relationship between the employee trust in leadership and employee innovation in the service sector in the United Arab Emirates (UAE). We included 346 people employed in the service industry. According to the study’s findings, having faith in one’s leader has a beneficial and discernibly positive impact on the degree to which employees share their knowledge and innovate. Knowledge sharing has a positive and substantial effect on the creativity of employees, and vice versa. According to the study’s findings, the openness of leaders partially mediates the willingness of employees to try new things and share information, which is a consequence of the trust that employees have in their leaders and their willingness to experiment with new concepts.

AI-employee collaboration and business performance: Integrating knowledge-based view, socio-technical systems and organisational socialisation framework

Abstract: • Artificial intelligence (AI) – employee collaboration can create value for businesses. • We validate a model examining antecedents to AI-employee collaboration. • Knowledge sharing is key for developing effective AI-employee collaboration. • AI skills, trust and job role clarity will positively influence business performance. The extant literature has outlined the significance of collaborative intelligence stemming from effective partnership between artificial intelligence (AI) systems and human workers to achieve organisationally valued outcomes. However, there is paucity of research insights on the factors influencing AI-human partnership and its impact on business performance. To bridge this knowledge gap, this paper draws on the knowledge-based view, (KBV) socio-technical systems (STS) and organisational socialisation framework (OSF) to develop and validate a novel theoretical model examining the relationships between knowledge sharing, employees’ AI skills, trust, and role clarity in a collaborative working environment to enhance business performance. A primary survey-based research method was used to capture responses from 164 employees in the UK creative industries, and further analysed by employing Structural Equation Modelling technique. Our findings will provide managers and the AI community with primary evidence and strategies that will help to develop collaborative intelligence capabilities within the organisations.

Artificial intelligence and knowledge sharing: Contributing factors to organizational performance

Abstract: The evolution of organizational processes and performance over the past decade has been largely enabled by cutting-edge technologies such as data analytics, artificial intelligence (AI), and business intelligence applications. The increasing use of cutting-edge technologies has boosted effectiveness, efficiency and productivity, as existing and new knowledge within an organization continues to improve AI abilities. Consequently, AI can identify redundancies within business processes and offer optimal resource utilization for improved performance. However, the lack of integration of existing and new knowledge makes it problematic to ascertain the required nature of knowledge needed for AI’s ability to optimally improve organizational performance. Hence, organizations continue to face reoccurring challenges in their business processes, competition, technological advancement and finding new solutions in a fast-changing society. To address this knowledge gap, this study applies a fuzzy set-theoretic approach underpinned by the conceptualization of AI, knowledge sharing (KS) and organizational performance (OP). Our result suggests that the implementation of AI technologies alone is not sufficient in improving organizational performance. Rather, a complementary system that combines AI and KS provides a more sustainable organizational performance strategy for business operations in a constantly changing digitized society.

Understanding the impact of knowledge management factors on the sustainable use of AI-based chatbots for educational purposes using a hybrid SEM-ANN approach

Abstract: Artificial intelligence (AI)-based chatbots have received considerable attention during the last few years. However, little is known concerning what affects their use for educational purposes. This research, therefore, develops a theoretical model based on extracting constructs from the expectation confirmation model (ECM) (expectation confirmation, perceived usefulness, and satisfaction), combined with the knowledge management (KM) factors (knowledge sharing, knowledge acquisition, and knowledge application) to understand the sustainable use of chatbots. The developed model was then tested based on data collected through an online survey from 448 university students who used chatbots for learning purposes. Contrary to the prior literature that mainly relied on structural equation modeling (SEM) techniques, the empirical data were analyzed using a hybrid SEM-artificial neural network (SEM-ANN) approach. The hypotheses testing results reinforced all the suggested hypotheses in the developed model. The sensitivity analysis results revealed that knowledge application has the most considerable effect on the sustainable use of chatbots with 96.9% normalized importance, followed by perceived usefulness (70.7%), knowledge acquisition (69.3%), satisfaction (61%), and knowledge sharing (19.6%). Deriving from these results, the study highlighted a number of practical implications that benefit developers, designers, service providers, and instructors.

How knowledge sharing encourages innovative work behavior through occupational self-efficacy? The moderating role of entrepreneurial leadership

Abstract: Purpose Innovation has become a necessity for the information technology (IT) sector, especially during COVID-19 pandemic. Therefore, this study aims to investigate how knowledge sharing affects employees’ innovative work behavior (IWB). Specifically, the study examined occupational self-efficacy (as mediating mechanism) and entrepreneurial leadership (as boundary condition) to encourage IWB. Design/methodology/approach The study used social media platforms to collect data from 270 employees working in the IT sector through “google forms” on convenience basis between March and August, 2021. The study applied structural equation modeling in two stages to examine the measurement model (for uni-dimensionality) and the structural model (for hypotheses testing). Findings The study noted that knowledge sharing positively affects employees’ IWB and occupational self-efficacy positively explains this association. In addition, employees’ perception of entrepreneurial leadership strengthens the association between knowledge sharing and IWB. Research limitations/implications The study collected data from a developing country during COVID-19 by using a cross-sectional design that may restrict causality. However, the findings suggest the management not only encourages knowledge sharing environment but also engages employees in various training that motivate them to experiment with new ideas and techniques. Originality/value This study extends the existing literature on knowledge sharing and IWB by exploring occupational self-efficacy as mediating mechanism and entrepreneurial leadership as a boundary condition.

Does workplace spirituality influence knowledge-sharing behavior and work engagement in work? Trust as a mediator

Abstract: Management scholars view workplace spirituality as the main factor behind building trust among employees and playing a pivotal role in enhancing the organization's positive outcomes, i.e., knowledge sharing behavior & work engagement. Underpinning social exchange theory, we explored the linkage between workplace spirituality, knowledge sharing behavior, and work engagement. We further studied to look at the mediating effect of trust between workplace spirituality and positive outcomes. Data was collected from six private companies, the total number of respondents was (n=196). The study's analysis showed that workplace spirituality substantially positively impacts knowledge sharing behavior and work engagement. Furthermore, the link between workplace spirituality, knowledge sharing behavior, and work engagement is positively and statistically significantly mediated by trust. Thus, this work contributes significantly to the research paradigm by presenting workplace spirituality as a solution for high-rise trust among employees, fostering employee engagement in their work, and improving the capacity of knowledge-sharing behavior. Additionally, at the end of this study, theoretical and managerial suggestions, future avenues, and limitations are stated.

Does workplace spirituality influence knowledge-sharing behavior and work engagement in work? Trust as a mediator

Abstract: Management scholars view workplace spirituality as the main factor behind building trust among employees and playing a pivotal role in enhancing the organization's positive outcomes, i.e., knowledge sharing behavior & work engagement. Underpinning social exchange theory, we explored the linkage between workplace spirituality, knowledge sharing behavior, and work engagement. We further studied to look at the mediating effect of trust between workplace spirituality and positive outcomes. Data was collected from six private companies, the total number of respondents was (n=196). The study's analysis showed that workplace spirituality substantially positively impacts knowledge sharing behavior and work engagement. Furthermore, the link between workplace spirituality, knowledge sharing behavior, and work engagement is positively and statistically significantly mediated by trust. Thus, this work contributes significantly to the research paradigm by presenting workplace spirituality as a solution for high-rise trust among employees, fostering employee engagement in their work, and improving the capacity of knowledge-sharing behavior. Additionally, at the end of this study, theoretical and managerial suggestions, future avenues, and limitations are stated.

Open innovation and SME performance: The roles of reverse knowledge sharing and stakeholder relationships

Abstract: Although Small-to-Medium-sized-Enterprises (SMEs) frequently make vital contributions to both national and global economics and innovations, the relative influences of Open Innovation (OI) on SME performance is inconsistently argued in the literature. This study is set to fill this gap through an investigation of the details and dynamics of SMEs’ engagement in OI. Further, its impact on performance, through the perspective of knowledge networking, is examined. Specifically, this study investigates the relationships between OI activities, reverse-knowledge sharing, stakeholder relationship and SMEs performance in a context of numerous Vietnamese industries. Results revealed that OI activities are statistically insignificant when related to SMEs’ overall performance. However, it should be noted that OI indirectly affects SME performance through the mediation effect of reverse-knowledge sharing and the moderation effect of stakeholder relations. Practical implications and theoretical potential for future research are discussed.

Impact of information technology and knowledge sharing on circular food supply chains for green business growth

Abstract: Rapid and dynamic changes in environment, technologies, consumer behavior, policy making, and climate are putting extra pressure to food supply chain, especially in terms of efficiently manage food security, food surplus, food loss, and waste. These changes directly affect food supply chain negatively. Thus, transition into more circular approach for green business growth in food supply chains is a necessity. One way to reduce this negativity is to ensure the share of information along the chain. With this context, sharing information and knowledge among the food supply chain can facilitate practices from a circularity and green perspectives. Hence, this research focuses on understanding and revealing knowledge-sharing networks challenges, barriers, and benefits across every food supply chain layer, presenting tangible contributions to improve traceability in circularity perspectives with refuse, rethink, reduce, reuse, repair, refurbish, remanufacture, repurpose, recycle, and recover challenges. Therefore, and to provide a green business growth, this study examines the practice of knowledge sharing among real-life industry food stakeholders in the meat sector regarding their dimensions, what type of knowledge is shared and whether there are differences among specific groups of food stakeholders for the knowledge sharing. The aim of this research is to generate a validated conceptual framework to reveal how information technologies contributes to a more efficient knowledge sharing practices, hence, to impact the enhancement of efficient circular food supply chains for green business growth.

Open Innovation in the ICT Industry: Substantiation from Poland

Abstract: Open innovation (OI) is among the key strategic resources of enterprises, especially in high-tech sectors such as the ICT industry. The use of OI platforms and/or networks that facilitate access to and sharing of OI knowledge is gaining increasing interest. This study aimed to assess the factors motivating and hindering the use of OI platforms and/or networks in the ICT industry in Poland. The uniqueness of this approach lies in the use of a PROFIT analysis to develop proprietary models of the importance of the various motivating factors and barriers to the use of OI platforms and/or networks in the ICT industry in relation to the job position held. This study hypothesized that the knowledge of factors motivating and hindering the use of OI platforms and/or networks in the ICT industry varies across occupational groups. In order to verify the hypothesis and answer the formulated research questions, a diagnostic survey method with a survey technique was used. The results of this study confirm that the job position occupied by employees in the ICT industry is relevant to each of the factors that pose obstacles to their use of OI platforms and/or networks. Managers and management, as well as developers, are less likely to restrict the use of the aforementioned solutions due to organizational and/or administrative barriers, while more likely due to reluctance to share knowledge. For specialists and analysts, legal barriers and NIH syndrome are greater obstacles. For programmers, negative attitudes toward open innovation and lack of internal commitment to the company are less of an obstacle. Insufficient support from top management is a major barrier for administrative staff and programmers. The conclusions formulated can be useful in practice for managers in the ICT industry to make optimal use of access to OI.

The dark side of knowledge sharing: Exploring “knowledge sabotage” and its antecedents

Abstract: The purpose of this paper is to contribute to advancements in the knowledge management domain by exploring knowledge sabotage as the most extreme counterproductive behaviour that hinders knowledge sharing. Through a painstaking analysis of the literature, we developed nine original propositions which shape an innovative framework of individual-, group-, and organisational-level factors influencing this phenomenon. The proposed framework offers the identification and conceptual development of several antecedents, which promote a better comprehension of the sabotage of knowledge towards practitioners and scholars. Since the recent formalisation of “knowledge sabotage”, this is the first work that comprehensively presents the inherent literature and posits such influencing factors, by laying the first stone to obtain a better understanding of antecedents that may hinder or foster intra-organisational knowledge sharing.

Digital technology driven knowledge sharing for job performance

Abstract: Purpose The purpose of this study is to investigate how digital technologies are used for facilitating knowledge sharing and decision-making through enhanced coordination and communication and their impact on job performance in organizations. Design/methodology/approach A conceptual model is developed within the background of the social capital theory through a comprehensive review of the related literature for exploring how digital technologies can improve knowledge sharing and decision-making via enhanced communication and coordination between individuals in organizations for better job performance. This model is then tested and validated based on structural equation modeling of the collected survey data in Australia. Findings This study shows that digital technology enhanced coordination and communication have significant impact on knowledge sharing. It finds out that digital technology driven coordination significantly influences decision-making and digital technology driven knowledge sharing significantly influences decision-making. Furthermore, this study reveals that enhanced decision-making and knowledge sharing can lead to better job performance in organizations. Originality/value To the best of the authors’ knowledge, this study is the first attempt to explore the role of digital technologies in enhancing knowledge sharing and decision-making for better job performance in a digitalized working environment in organizations. The validated model can be used as the foundation to further investigate the changing role of digital technologies in driving knowledge sharing for better performance of individuals and competitive advantages of organizations.

Organizational IT support and knowledge sharing behaviour affecting service innovation performance: empirical evidence from the hospitality industry

Abstract: Purpose The purpose of the study is to explore the relationship among organisation information technology support (OITS), knowledge sharing behaviour (KSB) and service innovation performance (SIP) in the context of the Indian Hospitality Industry (IHI). This study also attempts to examine the role of KSB as a mediator in the relationship between IT support and SIP and the firm age test as a moderating variable for service innovation performance. Design/methodology/approach Proposed relations are empirically examined, and the study was carried out on 115 employees from 71 randomly selected hotels situated in the major five travel destinations of Uttarakhand state of India. Initially, confirmatory factor analysis was performed to validate the construct, afterword structural equation modeling (SEM)-Path analysis was accomplished. The researcher examines the mediation and moderation relations of the variables through statistical tests executed with the help of AMOS 24 and SPSS 26. Findings The study result indicated that organisation IT support has a positive influence on knowledge sharing and SIP. The mediation result findings showed KSB is partially mediated between OITS and SIP. Sequentially, firm age moderation found the statistical results shown significant difference in young and old hotels. Research limitations/implications This study only covers the aspect of the “knowledge sharing behaviour” dimension among the major organizations’ IT support capabilities and examined both variables that might be anticipated in SIP. Considering this limitation, new areas of research investigation are open to future researchers. Practical implications The study has both theoretical and managerial implications for academicians, practitioners and researchers. An attempt to conceptualise detailed insights on organisational IT support adaptation and KSB enhancement, which further leads to lifting SIP. Moreover, the study recommended for professionals to implement KM practices and mobilise the knowledge resources optimally to achieve better organizational outcomes. Originality/value The study attempts to delineate the proposed relationship and provides valuable insights for practitioners and academicians by including the knowledge sharing dimension to improve the SIP context of the IHI.

Why and When Do Employees Hide Their Knowledge?

Abstract: This study establishes a theoretical and integrative framework for analyzing the relationship between knowledge hiding and task performance. The existing literature indicates that knowledge hiding is prominent in service sector firms and impedes knowledge transfer. However, the potential determinants and consequences have not been extensively investigated. The objectives of this study are threefold: First, examining the effect of distrust and the complexity of knowledge on knowledge hiding. Second, examining the effect of knowledge hiding on task performance. Third, examining the conditional effect of task relatedness in the relationship between distrust, knowledge complexity, and knowledge hiding. We conducted an online survey by using a Google form to collect our data. We gathered data from 325 salespersons in the business departments of a single firm in Indonesia. To test our hypotheses, we employed Partial Least Square (PLS). The results revealed that distrust and knowledge complexity are critical factors in predicting knowledge hiding. Interestingly, knowledge hiding positively affects task performance. The rationale behind this result is that employees tend to believe that hiding knowledge is a strategy to boost their performance in the short run. The contribution of this study is the suggestion that organizations should implement a knowledge-sharing culture to minimize knowledge hiding.

It's a knowledge centric world! Does ethical leadership promote knowledge sharing and knowledge creation? Psychological capital as mediator and shared goals as moderator

Abstract: Purpose The purpose of this study is to examine the impact of ethical leadership and psychological capital on knowledge sharing and knowledge creation in organizations. It also investigates the mediating effect of psychological capital and moderating effect of shared goals in the relationship between ethical leadership and knowledge sharing and between ethical leadership and knowledge creation. Design/methodology/approach The study uses a quantitative research design wherein the survey questionnaire has been used to gather data from 700 respondents in public sector research organizations, information technology companies and central universities and colleges. Hypotheses of the study have been tested using structural equation modelling. Findings The findings unveil that ethical leadership and psychological capital have a positive impact on knowledge sharing and knowledge creation. Psychological capital mediates and shared goals moderates the relationships of ethical leadership with knowledge sharing and knowledge creation. Knowledge sharing mediates between ethical leadership and knowledge creation. Research limitations/implications The study exploits quantitative research methodology, which may be supplemented by other research methodologies by future researchers. Practical implications This study offers new insights into the sharing and creating of knowledge by employees under the influences of ethical leadership and psychological capital. It will encourage future researchers and practitioners to further explore these dimensions for a more detailed investigation and explanation at work place. This study suggests that organizational leaders should behave in an ethical manner and should emphasise on various organizational interventions to increase psychological capital and shared goals to strengthen knowledge sharing and knowledge creation. Originality/value This study is among early attempts for investigating the linkage of ethical leadership and psychological capital with knowledge sharing and knowledge creation.

Mitigating Cognitive Biases in Developing AI-Assisted Recruitment Systems: A Knowledge-Sharing Approach

Abstract: Artificial intelligence (AI) is increasingly embedded in business processes, including the human resource (HR) recruitment process. While AI can expedite the recruitment process, evidence from the industry, however, shows that AI-recruitment systems (AIRS) may fail to achieve unbiased decisions about applicants. There are risks of encoding biases in the datasets and algorithms of AI which lead AIRS to replicate and amplify human biases. To develop less biased AIRS, collaboration between HR managers and AI developers for training algorithms and exploring algorithmic biases is vital. Using an exploratory research design, 35 HR managers and AI developers globally were interviewed to understand the role of knowledge sharing during their collaboration in mitigating biases in AIRS. The findings show that knowledge sharing can help to mitigate biases in AIRS by informing data labeling, understanding job functions, and improving the machine learning model. Theoretical contributions and practical implications are suggested. KeywoRDS AI Developers, Algorithms, Artificial Intelligence, Cognitive Biases, Datasets, HR Managers, Knowledge Sharing, Recruitment

Untangling the role of power in knowledge sharing and job performance: the mediating role of discrete emotions

Abstract: Purpose The purpose of this study is to empirically examine how psychological power explains dual conflicting emotions, influences and jeopardises knowledge sharing and eventually affects job performance. Specifically, this study argues that psychological power can induce feelings of pride and anxiety, which have opposite downstream effects on employees’ knowledge sharing and tasks, proactive and affiliative (TPA) performances. Design/methodology/approach This study tested the model using three waves of multi-source data from 46 teams and 357 respondents in the information technology and software industry in China. This study used multilevel structural equation modelling with Mplus 7.4 to examine the within-level team variance and thereby estimated the confidence intervals for the direct and indirect paths. Findings The results indicate that increased psychological power can cause contradictory emotions (i.e. pride and anxiety). Pride positively mediates the indirect influence of psychological power on knowledge sharing and TPA performance, while anxiety negatively mediates the above-mentioned indirect relationships. Research limitations/implications This study provides a novel perspective on how psychological forces shape people’s emotional experiences and subsequently their motivation to share knowledge and job performance. By integrating the existing power literature rooted in the approach/inhibition theory of power and cognitive appraisal theory of emotion, we identify two discrete emotions as underlying mechanisms between increased psychological power and motivation to share knowledge and job performance. Practical implications This research provides insights for managers regarding the ways in which psychological power can stimulate individuals to engage in negative behaviour towards others. Managers, in turn, must consider self-regulation to control this negative impact. Originality/value This study is among the earliest to examine the role of discrete positive and negative emotions caused by increased psychological power, which subsequently affect knowledge sharing and TPA performance.

Emerging Technologies: Factors Influencing Knowledge Sharing

Abstract: As advances in emerging technologies continue to transform the business landscape, knowledge sharing will become increasingly important to leveraging the unique core competencies of organizations so as to gain a competitive advantage. Despite emerging technologies being so popular in news and media publications, knowledge sharing remains an area of research that is under-researched in the emerging technologies context. This research aims to identify the barriers and factors to knowledge sharing within an emerging technology context. A comprehensive in-depth interview was conducted with 38 professionals working in 5 organizations engaged in the field of emerging technologies in order to arrive at the findings discussed in this paper. Based on the analysis of the surveys, we found that there are six main factors driving the need for sharing knowledge. The six factors are: regular cadence, integrating expertise from different teams, diversity-inclusive social environment, Interconnected platforms that are accessible to all, a regular update schedule that needs to be followed, to create points of contact within different departments of an organization in order to facilitate sharing. It is important to note that the distribution and use of knowledge in organizations is dependent on the interactions between individuals.

Different roles, different strokes: How to leverage two types of digital platform capabilities to fuel service innovation

Abstract: Despite growing attention to digital platform-based innovation, existing studies fail to investigate the ambiguous impact mechanism of digital platform capabilities on service innovation. Understanding this impact mechanism is critical for firms since many firms are still trapped in service innovation failure. Therefore, this research contributes to addressing this gap by taking a novel research approach with the knowledge management view (KMV), and analysis results based on a survey reveal that the digital platform capability on consumers (DPCC) and digital platform capability on businesses (DPCB) improve service innovation via knowledge sharing. This research also shows that big data analytics management capability (BDAM) strengthens the positive impact of the DPCC on knowledge sharing but weakens the positive impact of the DPCB on knowledge sharing. Additionally, the current research identifies a negative moderating role of digital business intensity on the relationship between knowledge sharing and service innovation.

The effects of expert power and referent power on knowledge sharing and knowledge hiding

Abstract: Purpose The purpose of this research study is to determine the ways in which employees’ personal power-expert and referent power influences their knowledge sharing and hiding behaviour. There are hardly any studies that have investigated the effects of employee power and expectations regarding the consequences of divulging knowledge. In this study, the authors investigate whether expected gains and losses in employee personal power influence employees’ willingness to participate in knowledge transfer. Design/methodology/approach The authors adopted a two-wave survey design and collected critical data from 288 employees of knowledge-intensive industries identified through online techno-groups, such as Stack Exchange. In the first wave, out of the total, 192 knowledge workers attended the follow-up survey. The authors apply polynomial regression followed by surface response analysis to establish the effects of any discrepancy between the current levels of employees’ personal power and their expected levels if they divulge their unique critical knowledge. Findings The authors find out that employees having relatively strong personal power are more likely to share knowledge, and the expected losses in power are categorically associated with a reduced intention to share knowledge. The authors also observed an increased knowledge hiding with expected losses in power. Surprisingly, the authors find that these established negative outcomes are also specifically associated with the expected gains in personal power. Research limitations/implications The most significant contribution of this study is to establish that power plays an important but complex role in determining the employees’ participation in knowledge transfer activities. The authors specifically conclude that the optimal scenario for knowledge sharing is one in which the employees’ contributions are fairly valued and their reputation is not expected to change because of knowledge sharing. Originality/value To the best of the authors’ knowledge, this study is one of the first comprehensive studies that link power to both sharing and hiding of knowledge. This study is also unique in terms of its investigation of the effects of any discrepancy between current levels of employees’ personal power and their expected levels if they share or hide their unique critical knowledge. Thus, this research study is a unique contribution in terms of what and why of an untouched area in the entire knowledge management literature with a special focus on knowledge sharing and hiding.

The impact of organizational ostracism on knowledge hiding: analysing the sequential mediating role of efficacy needs and psychological distress

Abstract: Purpose Drawing on the conservation of resources theory and need-threat model, this study aims to analyse the mediating role of efficacy needs (EN) and psychological distress (PD) on the relationship between workplace ostracism (WO) and knowledge hiding (KH) behaviour of employees. Design/methodology/approach Time-lagged data were collected from 225 employees working in the mobile telecommunication sector through online survey instruments prepared in light of past literature. SmartPLS3 was used to analyse the data. Findings The results obtained confirm the initial hypothesis that there exists a positive relationship between WO and KH. Furthermore, the results also established the sequential mediating roles of EN and PD between WO and KH behaviour of employees. Originality/value This study adds to the literature suggesting that WO represents a real threat to companies that aim to foster knowledge-sharing behaviours. Moreover, it reveals that EN and PD are two underlying mechanisms behind the baseline relationship.

The impact of the COVID-19 pandemic on knowledge sharing in UK higher education

Abstract: Purpose The paper aims to explore “content” factors influencing consumptive and contributive use of enterprise social networking within UK higher education during the COVID-19 pandemic. Design/methodology/approach The methodology uses genre analysis and grounded theory to analyse empirical data from posts obtained through Microsoft Yammer and a focus group. Findings The findings reveal the motivators-outcomes-strategies and the barriers-outcomes-strategies of users. Motivators (M) include feature value, Information value, organizational requirement and adequate organizational and technical support. Barriers (B) include six factors, including resisting engagement on the online platform, emotional anxiety, loss of knowledge, the lack of organizational pressure, lack of content quality and lack of time. An Outcomes (O) framework reveals benefits and dis-benefits and strategies (S) relating to improving user engagement. Practical implications The research method and resultant model may serve as guidelines to higher educational establishments interested in motivating their staff and scholars around the use of enterprise social network (ESN) systems, especially during face-to-face restrictions. Originality/value This research study was conducted during the COVID-19 pandemic which provides a unique setting to examine consumptive and contributive user behaviour of ESN’s. Furthermore, the study develops a greater understanding of “content” factors leading to the benefits or dis-benefits of ESN use, drawing on user motivators, barriers and strategies during the COVID-19 pandemic in UK education.

A cultural contingency model of knowledge sharing and job performance

Abstract: Drawing from the knowledge management literature, we developed and tested a nomological network related to knowledge sharing – i.e., knowledge seeking and knowledge providing using knowledge management systems. We investigated the effect of cultural contingencies on the prediction of both knowledge seeking and knowledge providing. In addition, we examined the effect of knowledge sharing using a KMS on employee job performance. We conducted a study using a field survey of 224 employees in an organization in the People’s Republic of China and United States. We found that sensitivity to image and sensitivity to organizational incentives influenced both knowledge seeking and knowledge providing, and the effect was varied across individuals with different cultural values. For example, our findings suggested that the negative relationship between sensitivity to image and knowledge seeking was stronger for individuals with collectivistic values than for those with individualistic values. We also found that both knowledge seeking and knowledge providing led to better job performance.

Linking enterprise social media use, trust and knowledge sharing: paradoxical roles of communication transparency and personal blogging

Abstract: Purpose The purpose of this study is to investigate the impact of enterprise social media (ESM) use on two trust dimensions – affect-based trust (ABT) and cognition-based trust (CBT) – as mediators in the relationship between ESM use and knowledge sharing. In the first stage of the proposed model, the authors also consider transparent communication (TC) and personal blogging with colleagues (PBC) during work and non-work hours as moderators that reshape trust levels and subsequently promote knowledge sharing within the organisation. Design/methodology/approach The authors collected the data in three waves from employees in China, the world’s largest market for social media. Five companies, including three information technology companies and two software companies, were targeted for data collection. Initially, a total of 403 ESM users were recruited, but the final sample in the final round was reduced to N = 292. The authors used Mplus (v8.5) to calculate direct path coefficients and indirect moderated-mediation effects. Findings The use of ESM promotes ABT and CBT, thereby improving knowledge sharing. ABT and CBT both fully mediate the effect of ESM use on knowledge sharing. However, the research reveals paradoxical findings regarding moderation. For example, on the one hand, TC negatively moderates the association between ESM use and ABT, thereby reducing knowledge sharing in the workplace. On the other hand, TC strengthens the relationship between the use of ESM and CBT, thereby increasing knowledge sharing. These contradictory findings indicate that TC functions as a double-edged sword; thus, the effective use of ESM in the workplace requires managers’ intervention. Finally, the analysis reveals that the moderating role of PBC strengthens the association between ESM use and both ABT and CBT, thereby increasing knowledge sharing. Originality/value While stakeholders have expressed concern regarding the adverse impacts of workplace ESM adoption on employee performance, the authors provide a broad, novel perspective on the potential of ESM use to enhance knowledge sharing via trust (i.e. ABT and CBT). To the best of the authors’ knowledge, this is the first study to offer a comparative view of trust dimensions, such as ABT and CBT, and to discuss how, why and when TC and PBC interactions moderate the relationship of ESM to ABT and CBT and thereby lead to knowledge sharing. These interesting findings guide further research into the role of ESM in the workplace, especially research based on rational choice theory and communication visibility theory, by illuminating the ways in which employees can use ESM to reshape social communication in the workplace and thereby enhance knowledge sharing.

Knowledge Sharing Strategy and Emission Reduction Benefits of Low Carbon Technology Collaborative Innovation in the Green Supply Chain

Abstract: Knowledge sharing (KS) in the green supply chain (GSC) is jointly determined by the KS efforts of suppliers and manufacturers. This study uses the differential game method to explore the dynamic strategy of KS and the benefits of emission reduction in the process of low carbon (LC) technology in the GSC. The optimal trajectory of the knowledge stock and emission reduction benefits of suppliers and manufacturers under different strategies are obtained. The validity of the model and the results are verified by numerical simulation analysis, and the sensitivity analysis of the main parameters in the case of collaborative sharing is carried out. The results show that in the case of centralized decision-making, the KS efforts of suppliers and manufacturers are the highest, and the knowledge stock and emission reduction benefits of GSC are also the best. The cost-sharing mechanism can realize the Pareto improvement of GSC’s knowledge stock and emission reduction benefits, but the cost-sharing mechanism can only increase the supplier’s KS effort level. In addition, this study found that the price of carbon trading and the rate of knowledge decay have a significant impact on KS. The study provides a theoretical basis for promoting KS in the GSC and LC technology innovation.