Knowledge sharing in knowledge-intensive manufacturing firms. An empirical study of its enablers

Diversification Experiences and Firm Performance in Knowledge-Intensive Industries: The Moderating Role of Absorptive Capacity

In this study, we examine the moderation effect of absorptive capacity on the performance consequences of diversification experiences. We suggest that absorptive capacity positively moderates the performance effects of product and international diversification experiences and those of unrelatedness in product and international diversification experiences. An empirical analysis conducted using a longitudinal dataset of Indian firms, from knowledge-intensive manufacturing sectors, for the period 2008–2018, broadly supports our arguments. Findings imply that firms with superior absorptive capacity can acquire and leverage knowledge from their diversification experiences effectively and mitigate the risks of negative transfer associated with unrelatedness in diversification experiences. Findings contribute to the organizational learning literature by examining the role of absorptive capacity in enabling performance outcomes of diversification experiences.

The impact of self-directed team on high-performance organization with the mediating role of knowledge sharing culture: Organizational support as a moderator

The primary aim of this investigation is to identify the relationship between self-directed teams and high-performance organizations (work). Furthermore, exploring the mediating role of knowledge-sharing culture with the self-directed team and high-performance organization relationships. Moreover, this study analyzed the moderating role of a sense of organizational support in the relationship between knowledge-sharing culture and high-performance organizations. Using the PLS-SEM approach (SmartPLS 3.3.7) in this study, we obtained data from employees of high-tech enterprises listed on the Shanghai Stock Exchange China to analyze this study. The present research seeks to determine the direct and indirect effects of the study-related factors on the outcome of the investigation. According to the findings, a self-directed team positively impacts knowledge sharing culture, knowledge sharing behavior, knowledge sharing strategy, and mutual trust among its members. Knowledge-sharing culture has no mediating role and its component in the relationship between independent and dependent constructs. This study also indicated that a sense of organizational support has no moderating effect on the relationship between a knowledge-sharing culture and high-performance organizations. This study may practically contribute to high-tech enterprises to develop and implement business development and proper self-directed team, knowledge-sharing culture, and sense of organizational support, and consequently, can contribute to the growth of overall high-performance organizations.

Towards a foundational KM theory: a culture-based perspective

Purpose

The purpose of this paper is to examine the factors that influence knowledge processes and by extension organisational knowledge culture (KC).

Design/methodology/approach

Using a systematic model development approach based on an extensive literature review, the authors explore the notion of organisational KC and conceptualise a model that addresses the following research question: what factors affect employees’ values and beliefs about knowledge processes and by extension organisational KC?

Findings

This paper proposes that knowledge processes are interrelated and mutually enforcing activities, and that employee perceptions of various individual, group and organisational factors underpin employee values and beliefs about knowledge processes and help shape an organisation’s KC.

Research limitations/implications

The findings extend the understanding of the concept of KC and may point the way towards a unifying theory of knowledge management (KM) that can better account for the complexity and multi-dimensionality of knowledge processes and KC.

Practical implications

The paper provides important practical implications by explicitly accounting for the cultural aspects of the inextricably interrelated nature of the most common knowledge processes in KM initiatives.

Originality/value

KM research has examined a long and varied list of knowledge processes. This has arguably resulted in KM theorizing being fragmented or disintegrated. Whilst it is evident that organisational culture affects persons’ behaviour in the organisation, the impact of persons’ values and beliefs on knowledge processes as a whole remain understudied. This study provides a model of KC. Moreover, the paper offers a novel systematic approach to developing conceptual and theoretical models.

Exploring the effect of team climate on knowledge management in teams through team work engagement: evidence from knowledge-intensive firms

Purpose

Based on the Job Demands-Resources (JD-R) model, this paper aims to investigate the impact of team climate (TC) supporting trust, cohesion and innovativeness on knowledge management (KM) in teams through the mediating role of teamwork engagement (TWEG).

Design/methodology/approach

Data were collected from 246 employees working in Tunisian knowledge-intensive firms (KIFs) and involved in 69 service R&D teams. The authors applied the partial least squares-structural equation modeling approach for data analysis using SMART PLS 3.2 software.

Findings

Findings provide evidence that TWEG mediates the link between TC characterized by trust, cohesion and innovativeness and KM in teams. In the line of the JD-R model, results also show that such TC provides job resources to team members that act as vitamins nurturing TWEG, which in turn boosts KM in teams.

Originality/value

To shed light on the micro-level foundations of KM, this paper enriches the KM literature through pioneering the examination of the effect of TC on KM in teams. It proposes an extension of the JD-R model through highlighting the TWEG’s mediating role in the motivational pathway leading teams to invest in KM activities under a supportive TC. It provides key insights into the importance for managers to implement team-oriented policies toward cultivating trust, innovativeness and cohesion within teams to create more dedicated, vigorous and absorbed teams in which intrinsically motivated knowledge workers are likely to collectively engage in KM activities.

Perceived corporate social responsibility and knowledge sharing: mediating roles of employees’ eudaimonic and hedonic well-being

Purpose

This study aims to develop a series of hypotheses that are tested based on a survey design methodology. Data collected from 281 knowledge workers operating in mid-level positions within knowledge-intensive firms (KIFs) operating in the information and communication technology (ICT) Tunisian sector was analysed through the partial-least square-structural equation modelling (method.

Design/methodology/approach

Drawing on the social identity and the social exchange theories, this study aims to examine the link between perceived corporate social responsibility (CSR) and knowledge sharing (KS) and the mediating effects of eudaimonic well-being (EWB) and hedonic well-being in this relationship.

Findings

Results indicate that perceived CSR among employees exerts a positive direct impact on KS, EWB and hedonic well-being. These two types of well-being are found to be key factors improving the willingness of employees to share their knowledge within the organization. Findings also revealed that EWB partially mediates the link between perceived CSR and KS.

Originality/value

This research pioneers the investigation of the mediating effects of eudaimonic and hedonic well-being between perceived CSR and KS that have never been examined. The results of this study provide practical insights for managers of KIFs regarding the CSR practices that may have a strong influence on employees’ hedonic and EWB and KS behaviour.

Linkage between culture, leadership, and knowledge sharing in MNCs-Moderating role of training and development

The paper develops a theoretical model that focuses on the integrated effect of organizational factors on knowledge sharing, taking the moderating effect of training and development. The proposed hypotheses were tested with structural equations modeling using self-reports of 200 personnel working in Bngladesh-based MNCs. The organizational factors such as respect for people, job stability, aggressiveness, transformational leadership, transactional leadership and decentralization have a direct influence on knowledge sharing. The substantial effect of training and development was not evident in moderating the relationship between organizational factors and knowledge sharing. However, this study reveals that training and development moderates only the relationship between team orientation and knowledge sharing. the findings broaden the understanding of the impact of organizational culture, leadership, and training and development, and knowledge sharin. This study helps managers to formulate strategies and provide new knowledge to researchers to look further into this field.

Psychosocial antecedents of knowledge sharing in healthcare research centers: a mixed-methods approach

PURPOSE

Literature addressing psychosocial factors' relation with knowledge sharing in healthcare organizations is still scarce, being of extreme shortage in specific environments, such as healthcare research centers. This paper investigates the impact of psychosocial factors as antecedents of knowledge sharing between healthcare research peers in such environments.

DESIGN/METHODOLOGY/APPROACH

By expanding on the theory of reasoned action (TRA), the authors follow a mixed-methods design to study the relation between perceptions of psychosocial factors and knowledge sharing in healthcare researchers. A quantitative approach uses a structural equation modeling (SEM) to test the links in an original model. A fuzzy-set qualitative comparative analysis (fsQCA) identifies alternative configurations that lead knowledge sharing intention and its absence as well as the knowledge sharing behavior and its absence considering additional sample characteristics.

FINDINGS

Findings show evidence of the proposed psychosocial antecedents' effect on knowledge sharing. Additional configurations of causal conditions that lead to the presence or absence of the intention and knowledge sharing behavior are discussed, with emphasis on both psychosocial antecedent configuration and sample characteristics.

ORIGINALITY/VALUE

This study identifies the influence of both psychosocial and team characteristic aspects leading to knowledge sharing behavior between healthcare researchers. The importance of a rich social network lying on trust is vital for a sharing environment inside research environments. Given the complex nature of behavioral intentionality, additional findings allow an articulation between individual characteristics, substantiating the proposition of complex configurations between antecedents that hints for team configuration strategies and managerial practices in healthcare research teams.

Transactive memory systems mediation role in the relationship between motivation and internal knowledge transfers in a military environment

Purpose

The relationship between motivation at work and internal knowledge transfers (IKTs) is an important topic in the knowledge management literature, but evidence on the topic is contradictory. This study aims to analyze the mediating role of transactive memory systems (TMSs) in this relationship.

Design/methodology/approach

Data were obtained from 208 military knowledge workers (analysts) from a large European army.

Findings

The results indicate that intrinsic and identified motivation positively affect IKTs, although fully mediated by the TMS. Introjected motivation, in contrast, has only a slightly significant direct influence and external motivation has no significant effect. As individual motivation is insufficient to speed up knowledge transfer, this paper proposes the solution of implementing a TMS, which generates trust and improves coordination among group members.

Originality/value

This study’s originality stems from both its context and the problem tackled. The context analyzed is the military, a group that has received very little attention in the field of management and business. Individual motivation in job performance has also received little study in a military context and even less research has related individual motivation to IKTs. To supplement the scarcity of existing studies and resolve the possible difficulties identified concerning IKT in the military, this study proposes to analyze the mediating effect of a TMS on the relationship between individual motivation to perform one’s job and IKTs.

Knowledge-sharing mechanisms: human resource practices and trust

Purpose

This study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace.

Design/methodology/approach

Based on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses.

Findings

Employee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was.

Practical implications

Organizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices.

Originality/value

This study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.

Linking Critical Thinking and Knowledge Management: A Conceptual Analysis

Knowledge management and critical thinking are two broad and important phenomena for contemporary society. Their concepts are both well-discussed in the literature. However, the existing conceptual links between them have not been analyzed, and the role of critical thinking in the process of effective knowledge management has not been revealed. This article aims to fill this gap by presenting the conceptual connections between knowledge management and critical thinking. In order to reveal the inner structure of each concept and identify the conceptual connections, a critical review was conducted. The results showed the links between the concepts of knowledge management and critical thinking within three dimensions: relationships, process, and goals. In conclusion, each dimension is presented and described, with a special focus on the unexpected and deep intersections revealed between the two concepts on a personal, interpersonal, and societal level. This research may be regarded as providing the basis for further analysis of the links between these two phenomena. Increased awareness of the existence of critical thinking in knowledge management can forge new directions in organizational strategies and staff training programs.

Interpersonal conflict at work and knowledge hiding in service organizations: the mediator role of employee well-being

Purpose

This paper aims to explore the effects of interpersonal conflicts in the social workplace on various rationalized, knowledge-hiding behaviors in service organizations. This research also examines employee well-being as a mediator to explain the effects of interpersonal conflicts at work on knowledge-hiding behaviors.

Design/methodology/approach

First, relevant literature provided the theoretical basis for the conceptual model that links the core constructs of this research. A quantitative study collected data from 395 employees of a global consulting firm with a branch located in a developing country. Finally, an analysis of the structural equation modeling with MPlus 7 software tested the measurement and the structural model.

Findings

The results of this study suggest that interpersonal conflict at work influences knowledge-hiding and that employee’s well-being mediates this relationship. In other words, employees strategically choose what knowledge-hiding behaviors to use – such as evasion or “playing dumb” – to cope with the lack of well-being caused by high interpersonal conflicts in the workplace.

Originality/value

Although contextual and individual factors may trigger knowledge-hiding behavior at work, the current literature has overlooked the combined effects of such factors, especially in service settings. Knowledge hiding in service organizations is a weakness that can lead to significant economic losses, especially in firms that are intensively knowledge-based. Thus, it is necessary to identify the antecedents of knowledge-hiding behavior to deter low performance in these organizations.

Optimisation of knowledge sharing behaviour capability among sales executives: application of SEM and fsQCA

Purpose

This study aims to empirically investigate the effects of supportive, innovative and information technology (IT)-driven organisational culture on the optimisation of knowledge-sharing behaviour capability (KSBC) among sales executives. The authors propose that such effects are mediated by the sense of well-being (SWB) and IT-driven absorptive capacity (ITAC) among sales executives.

Design/methodology/approach

A conceptual model was developed. Survey data were based on a sample of 323 sales executives of different manufacturing and service-intensive (i.e. business to consumers) firms. The data analyses were conducted by structural equation modelling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA) methods.

Findings

Results from SEM support all the direct relationships. Supportive and innovative organisational culture has a significant and positive influence on the optimisation of KSBC among sales executives, and these effects are mediated by their SWB. Moreover, the ITAC of sales executives mediated the relationships between IT-driven organisational culture and optimisation of KSBC among them. Results from fsQCA with the same data show that ITAC and SWB among sales executives are necessary conditions for the optimisation of KSBC. In addition, ten combinations of these variables were explored, where three sufficient conditions significantly influenced the outcome variable.

Research limitations/implications

This study is cross-sectional in nature and is conducted among sales executives by combining the data from manufacturing and service-intensive firms. To examine the proposed model, this study can be supplemented by future research using a longitudinal data collection method separately.

Practical implications

This research shows an effective role to optimise KSBC among sales executives in the field of knowledge management practice literature. Supportive, innovative and harmonious culture, IT-driven communication platform and well-established IT learning plans implemented by the firms can sophisticate to optimise KSBC among sales executives.

Originality/value

To the best of the authors’ knowledge, this research is a pioneer study conducted to explain the KSBC among sales executives by using mixed methods research. This research discusses the antecedent of knowledge-sharing capability among sales executives from the viewpoint of sales executive’s psychology and identifies the different roles of SWB and ITAC on individual’s KSBC.

Distributed leadership and exploratory and exploitative innovations: mediating roles of tacit and explicit knowledge sharing and organizational trust

Purpose

The aim of this paper is to highlight the impact of distributed leadership (DL) on exploitative and exploratory innovations through the mediating effects of organizational trust (OT) and tacit and explicit knowledge sharing (KS).

Design/methodology/approach

Focusing on a quantitative approach, an empirical study was performed within a sample of information and communication technology Tunisian firms. The data collected was analyzed through the Partial Least Squares (PLS) method.

Findings

Findings revealed that DL is a driver of tacit and explicit KS, and exploitative and exploratory innovations. It also highlighted that tacit KS is associated with these two types of innovation. In this line, results showed that tacit KS plays a mediating effect between DL and exploitative and exploratory innovations. Moreover, our research highlighted that DL has a positive impact on OT that in turn boosts tacit and explicit KS.

Originality/value

This paper investigates the links between DL and exploitative and exploratory innovations within knowledge intensive firms (KIFs) that have never been studied in the literature within the context of business firms. This paper pioneers the examination of the mediating roles of explicit and tacit KS and OT in these links as well. This paper highlights the importance of DL for KIFs and sheds the light on how this collectivist approach of leadership creates an atmosphere of trust and fosters tacit and explicit KS to boost exploitative and exploratory innovations.

Unraveling the Effects of Ethical Leadership on Knowledge Sharing: The Mediating Roles of Subjective Well-Being and Social Media in the Hotel Industry

Given the pivotal function of ethical leadership (EL) in the hospitality industry, this study explains how moral guidance can help to reduce mental stress. The modern complex and hectic working style of organizations demands ethical conduct, in order to sustain the positive behavior of employees for knowledge sharing (KS). For this reason, in this study, we restrict our awareness to the usage of social media (SM) for social identity and aspects of subjective well-being (SWB) for happiness intensity. The time-lag method is applied for data collection from 406 supervisors and subordinates of the hotel industry in Pakistan. Partial least squares structural equation modeling (PLS-SEM) and bootstrapping are utilized to scan the data. The results of the current study demonstrate that ethical leadership provides motivational strength for knowledge sharing amongst employees. Moreover, the serial mediation effects of subjective well-being and social media boost knowledge sharing by the induction of ethical values. Our findings indicate that knowledge sharing is an important product of subjective well-being and social media. Therefore, we recommend that managers focus on ethical leadership values and employee well-being (e.g., life satisfaction), as well as highlight the individuality of employees to promote knowledge sharing. The presented research adds to the literature by establishing a new connection between ethical leadership and knowledge sharing by opening the black box of contextual (i.e., ethical leadership) and developmental (i.e., subjective well-being and social media) factors.

How academic leaders facilitate knowledge sharing: a case of universities in Hong Kong

Purpose

The objective of this study is to investigate the factors of two sub-processes – knowledge donating and knowledge collecting – of knowledge sharing in Hong Kong higher education context. This study examines the individual factors, organizational factors and technology factor of knowledge sharing. Individual factors include enjoyment in helping others and knowledge self-efficacy while organizational factors refer to the top management support, organizational rewards and organizational culture. The use of technology system is proposed to be the technology factor.

Design/methodology/approach

Based on the literature review, this study develops a structural model representing the impact of six latent variables on knowledge donating and knowledge collecting processes Data from a questionnaire survey of 166 respondents from academics from Hong Kong higher education sector was used to analyze the model. PLS-SEM was adopted in this study.

Findings

The result of the data analysis suggests enjoyment in helping others has a positive impact on both knowledge donating and knowledge collecting. For organizational factors, a trust and collaborative culture enhance both the sub-processes. The technology factor only contributes to the knowledge donating process. Several practical implications are provided to high education leaders, for instance, by establishing a trust and collaborative environment, academics are more eager to donate and collect knowledge.

Originality/value

This paper provides insights for researchers to further understand how individual, organizational and technology factors affect two sub-processes of knowledge sharing. On the practical side, this study validated several critical factors to successful knowledge donation and knowledge collection.

A simplified approach to understanding customer support and help during self-service encounters

Purpose

In the absence of direct employee involvement, customers sharing knowledge and know-how with other customers during self-service encounters is key for promoting service quality. This study assessed the extent to which customer support and help during self-service encounters could simply be explained by multiple motivations of the social exchange theory.

Design/methodology/approach

A survey approach was followed. The model was tested among 258 electronic banking customers in South Africa and later cross-validated among 253 electronic banking customers in Australia. Multi-group confirmatory factor analysis with country as the grouping variable, latent variable modelling and indirect tests were performed to assess interrelationships among diverse factors that may contribute to customer support and help during self-service encounters, as accounted for by motivations of the social exchange theory.

Findings

Adequate model fit was obtained for the combined structural model, which was based on the invariant model. Value contribution and competence affirmation, pleasure derived from helping, reciprocity and reputation enhancement are relevant motivations of the social exchange theory that may impact customer support and help through knowledge sharing.

Research implications

The study provides a simplified and more cohesive explanation of customers' motivations for engaging in customer support and helping behaviours during self-service encounters.

Practical implications

Service providers seeking guidance on knowledge sharing among customers, which may lead to greater service quality, should benefit from this research.

Originality/value

The findings contribute to greater understanding of social exchanges by customers who provide support and help to other customers during self-service encounters, and that ultimately may affect service quality.

Interorganizational knowledge sharing in a science and technology park: the use of knowledge sharing mechanisms

Purpose

This paper aims to uncover the combinations of knowledge sharing mechanisms that organizations in a science and technology park in Brazil use to share managerial and technical knowledge.

Design/methodology/approach

This research adopts a qualitative approach that uses a fuzzy set qualitative comparative analysis to analyze data that are gathered from 51 managers of organizations in a science and technology park.

Findings

The results show that knowledge sharing happens regardless of the type of knowledge. There are more alternative paths that lead to knowledge sharing than to its absence. Regarding the type of knowledge shared, there are more alternative configurations that lead to managerial knowledge sharing than to technical knowledge sharing. Only the older organizations in the science and technology park abstain from knowledge sharing.

Research limitations/implications

Due to the qualitative nature of the study, no generalization is possible. Additionally, the study’s limitation is that it involves organizations from a single science and technology park.

Practical implications

The results offer managers of organizations in science and technology parks to choose from alternative combinations of mechanisms to either boost their knowledge sharing or to promote knowledge protection.

Originality/value

The paper provides an original contribution by identifying the combinations of mechanisms that organizations in a science and technology park use that leads to the sharing of specific knowledge types. The findings also identify the combination of mechanisms that older organizations use that prevents them from sharing knowledge.

Do extrinsic motivation and organisational culture additively strengthen intrinsic motivation in online knowledge sharing?

Purpose

This study aims to examine the relationship between intrinsic motivation and online knowledge sharing intentions (KSIs) and the moderating effect of extrinsic motivation and organisational culture on this relationship. The influence of online KSI on two dimensions of online knowledge sharing behaviour, knowledge donating and knowledge collecting, was also investigated.

Design/methodology/approach

Based on the extensive literature review, a questionnaire was designed. In total, 290 questionnaires from employees in Vietnamese companies in the banking and insurance industry were collected and tested using structural equation modelling. Statistical analysis was conducted using SPSS and PLS 3 software to examine the research hypotheses.

Findings

This study found that rewards and reciprocity undermined the influence of self-enjoyment on online KSI, while top management support and social interaction ties undermined the relationship between self-efficacy and online KSI. Top management support positively moderated the effect of self-enjoyment on online KSI. The results also suggested that online KSI was a good predictor of online knowledge donating and collecting.

Originality/value

Little is empirically known about the moderating effect of extrinsic motivation and organizational culture on intrinsic motivation. The study brings new insights to further understand about online knowledge sharing in an organisation.

Building intellectual structure of knowledge sharing

Purpose

This study aims to build the intellectual structure of knowledge sharing (KS) research by objectively and systematically capturing and sketching the content of research papers published in the KS research area.

Design/methodology/approach

This study uses a systematic literature review for data collection, and content analysis and bibliometric techniques of citation and co-citation analysis for data analyses and interpretation.

Findings

Based on the study, the intellectual structure of KS research consisting of five themes has emerged. The five themes identified are: models, frameworks and understanding for KS, the behaviour-oriented perspective of KS, technology-oriented perspective of KS, KS barriers and KS and firm’s performance.

Research limitations/implications

This study has used published literature extracted from selected journals using the web of science database. More journals and databases may be included in future studies.

Practical implications

This study will give future researchers a comprehensive understanding of KS discipline and serve as a quick reference and resource for those interested in KS research. It identifies major areas of KS for the practitioners to enable them to focus and apply various organizational interventions to derive a competitive advantage. The identified themes in the intellectual structure of KS will also provide a holistic view and give multiple perspectives to practitioners so that they can better manage KS in their organizations.

Originality/value

This is among early studies aiming to extract the intellectual structure of KS in the broad area of knowledge management research.

Organizational prerequisites for knowledge creation and sharing: empirical evidence from Serbia

Purpose

Being mindful of the importance of organizational structure and organizational culture for knowledge management in companies, the purpose of this study is to investigate the organizational prerequisites for creating and sharing knowledge. The goals are to determine whether and to what extent the attributes of organic structure contribute to the creation and sharing of knowledge and to show that an organizational culture which supports knowledge stimulates the processes of knowledge creation and sharing.

Design/methodology/approach

The data for the empirical study was obtained through a survey of 150 respondents, employed in 30 companies from several industries, in the Republic of Serbia. The questionnaire was adapted to the needs of the study and was developed based on the theoretical knowledge and findings of several previous studies on processes of knowledge creation and knowledge sharing. A regression method was used to test all hypotheses.

Findings

The results show that both the organic structure and the organizational culture that support knowledge have positive effects on knowledge creation, while knowledge sharing is positively influenced only by the knowledge supporting culture of an organization.

Originality/value

This study contributes to organization studies and knowledge management theory because of the holistic approach taken with regards to the issue involved and the fact that it takes into account a large number of the significant characteristics of organizational structure and culture that are relevant to knowledge management processes. The findings could prove useful to managers when structuring an organization and shaping its culture to enhance knowledge management.

Transformational leadership and knowledge sharing behavior in freelancers

Purpose

The purpose of this study is to explore the relationship between transformational leadership and knowledge sharing behavior in freelancers. Also, the study focuses upon mediation of the relationship by employee engagement and moderation by social support.

Design/methodology/approach

Confirmatory factor analysis was used to find validity and reliability of the model under study. To study the relation between variables, the Pearson correlation was used. Further, the PROCESS macro of Hayes (2013) was used to test mediation and moderated mediation.

Findings

Transformational leadership influenced knowledge collecting and knowledge donating behavior in freelancers. The relation was mediated by employee engagement. Social support was found to moderate the mediated path by employee engagement between transformational leadership and knowledge collecting behavior. A similar result was found for knowledge donating behavior as a dependent variable.

Research limitations/implications

The model under study can be tested in other contexts with extended data.

Practical implications

The study asserts importance on freelancers in knowledge sharing in client organizations; leaders should take a transformational role to create a culture of free flow of knowledge and information between various types of employees.

Originality/value

This study is the first to research how transformational leadership, through engagement, motivates freelancers in engaging in knowledge collecting and knowledge donating. The importance of social support is also noted.

Do leadership styles promote ambidextrous innovation? Case of knowledge-intensive firms

Purpose

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.

Design/methodology/approach

The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.

Findings

Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.

Originality/value

While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

Motivation factors of knowledge collaboration in virtual communities of practice: a perspective from system dynamics

Purpose

Although researchers have demonstrated a significant interest in motivation factors of knowledge collaboration, previous studies have seldom explored the dynamic interrelations in virtual communities of practice (VCoPs) over time that involve the iteratively melding of knowledge collaboration motivations and behaviours. Therefore, this study aims to unveil the interactive dynamics amongst motivation factors of knowledge collaboration in VCoPs from a perspective of system dynamics (SD).

Design/methodology/approach

According to the SD method proposed by Forrester, this paper develops an SD model of motivation factors of knowledge collaboration in VCoP by identifying interactions of motivation factors based on behavioural theories, validating the proposed model by structural tests and behaviour tests involving historical data from 939 Wikipedians and analysing the impacts of policy regulations on knowledge collaboration behaviours in Wikipedia.

Findings

In accordance with current literature, this study categorises intrinsic, extrinsic and community motivation factors of knowledge collaborations in VCoPs. According to the SD method, this study develops and validates an SD model to reveal interesting non-linear dynamics of these motivation factors which are neglected by prior studies. This study also conducts dynamic what-if analyses to suggest policy regulations to promote knowledge collaborations in the context of Wikipedia.

Originality/value

Different from prior empirical studies which normally take on a snapshot of motivation factors, this study discloses a dynamic picture of their interrelations by unfolding their behaviour patterns over time. The main contribution of this paper is to develop and validate an SD model of motivation factors of knowledge collaboration in VCoP and to reveal and elaborate their dynamics for policy regulations in VCoPs based on simulation results.

Boundary spanners’ knowledge sharing for innovation success in turbulent times

Purpose

This paper aims to enrich knowledge management theory and practice by investigating how boundary spanners’ willingness to share their knowledge contributes to innovation success and by examining the contingent role of market turbulence.

Design/methodology/approach

Cross-sectional survey data were collected from 296 top income Hungarian firms. Structural equation modelling with bootstrap procedures was used to test the hypotheses.

Findings

Boundary spanners’ willingness to share their knowledge has a dual effect on innovation success, which is captured by new product development innovativeness and performance. It has a direct effect on both new product development innovativeness and performance, and it has a mediated effect on new product development performance, where new product development innovativeness serves as a mediator. The study’s results indicate that these effects are robust and not contingent on the turbulence of the firm’s marketplace.

Research limitations/implications

This study’s respondents were managers in boundary-spanning positions charged with the task of linking the organisation with its external environment. Owing to their proximity to the external environment, their evaluation of market turbulence may be distorted.

Practical implications

Maintaining the willingness of managers in boundary-spanning positions to share what they know is essential to the continuous creation of superior new product development performance. Hence, firms should develop organisational cultures where employees’ knowledge-sharing willingness is presented as an important asset. While turbulent markets may be unpredictable and hostile, firms should not adjust their knowledge management practices.

Originality/value

Building on the research on knowledge sharing, boundary spanning theory and contingency theory, this paper increases the understanding of the salient factors that are often implicitly assumed in mechanisms involved in transforming knowledge into new product performance. This is the first empirical study to focus on boundary spanners’ knowledge behaviour and to consider the contingent role of market turbulence in knowledge management.

Towards an integrated framework of intrinsic motivators, extrinsic motivators and knowledge sharing

Purpose

This paper aims to develop an integrated framework to demonstrate the individual and combined effects of intrinsic and extrinsic motivators on two forms of knowledge sharing behaviors – in-depth knowledge sharing and routinized knowledge sharing.

Design/methodology/approach

A range of work on the use of intrinsic and extrinsic motivators and the differential degrees of costs and risks involved in the two forms of knowledge sharing is being reviewed with the aim to locate gaps and problems arising from propositions of different scholars. An integrated framework is then proposed to connect different schools of thoughts into a single, unifying framework.

Findings

Knowledge sharing behaviors among employees are subject to both attractive and distractive forces. Intrinsic and extrinsic motivators might interact positively or negatively depending on the type of extrinsic motivator and the form of knowledge sharing. While enhancing the intrinsic enjoyment of employees along with outcome-based extrinsic motivators can promote in-depth knowledge sharing, the use of behavior-based extrinsic motivators is more appropriate for fostering routinized knowledge sharing.

Research limitations/implications

This paper mainly focuses on the sharing of knowledge without examining the receiver side in knowledge sharing. Also, the use of punitive means by superiors in encouraging knowledge sharing is not discussed in the framework. Future research can also add into the authors’ integrated framework the effects of personal traits in knowledge sharing.

Originality/value

This paper narrows the gap between existing theories on the use of extrinsic and intrinsic motivators and offers an integrated theoretical framework for those interested in examining the inter-relationship among intrinsic motivators, extrinsic motivators and knowledge sharing behaviors.

Subjective well-being, knowledge sharing and individual innovation behavior

Purpose

The purpose of this paper is to investigate the effect of subjective well-being on individual innovation behavior. The authors propose that such effect is mediated by knowledge sharing, and individual absorptive capacity moderates the relationship between knowledge sharing and innovation behavior.

Design/methodology/approach

A research model was developed. Survey data were based on a sample of 220 employees from 20 enterprises in China. Hierarchical multiple regression analyses and bootstrap approach were applied to test the research model.

Findings

Subjective well-being has significantly positive influence on individual innovation behavior, and this effect is mediated by knowledge sharing. Furthermore, absorptive capacity moderates the mediated relationships between subject well-being and individual innovation behavior via knowledge sharing.

Practical implications

This research sheds light on an effective role to promote individual innovation behavior in management practices. It suggests that harmonious atmosphere, communication platform, and well-established learning plans can be cultivated to enhance individual innovation ability.

Originality/value

This research discusses the antecedent of innovation behavior from the viewpoint of individual psychology, and identifies the different roles of knowledge sharing and absorptive capacity on individual innovation behavior.

A structural equation model for knowledge sharing behavior in an emerging economy

Purpose

Knowledge sharing behaviour is becoming one of the main priorities in organizations operating in emerging economies, as knowledge sharing behaviour may impact their competitiveness. The purpose of this paper is to examine the impact of: openness and trust; top management support; and the reward system on knowledge sharing behaviour. In addition, the paper investigates how knowledge sharing behaviour impacts firm’s competitiveness.

Design/methodology/approach

The analyses in this paper were based on data from more than 230 companies operating in five industries in an emerging economy in the Gulf area. Structural equation modelling (SEM) methodology was used to test the impact of the three independent latent variables of openness and trust, top management support and the reward system on the knowledge sharing behaviour as well as the impact of the later on firm’s competitiveness.

Findings

Exploratory factor as well as confirmatory factor analysis were used to assess the five dimensions of knowledge sharing behaviour and firm’s competitiveness. SEM was used to test the four main hypotheses in this study and to assess the structural relationships among these five latent variables. There was a moderate relationship between the knowledge sharing behaviour and the three independent latent variables of openness and trust; top management support; and the reward system. There was a strong positive association between knowledge sharing behaviour and firm’s competitiveness.

Practical implications

For academics, the paper offers an opportunity to further study knowledge sharing behaviour in other emerging economies. Academics who are interested in examining this issue further may extend our study in many directions. For practitioners, our findings should motivate practitioners to place emphasis on top management support, openness and trust and the reward system to create a proper culture for knowledge creation and sharing.

Originality/value

To the best of the authors’ knowledge, this study is the first attempt in its purpose and design to study knowledge sharing behaviour in multiple industries in an emerging economy such as that of Saudi Arabia.

Big data investments in knowledge and non-knowledge intensive firms: what the market tells us

Purpose

This paper aims to investigate the value of big data investments by examining the market reaction to company announcements of big data investments and tests the effect for firms that are either knowledge intensive or not.

Design/methodology/approach

This study is based on an event study using data from two stock markets in China.

Findings

The stock market sees an overall index increase in stock prices when announcements of big data investments are revealed by grouping all the listed firms included in the sample. Increased stock prices are also the case for non-knowledge intensive firms. However, the stock market does not seem to react to big data investment announcements by testing the knowledge intensive firms along.

Research limitations/implications

This study contributes to the literature on assessing the economic value of big data investments from the perspective of big data information value chain by taking an unexpected change in stock price as the measure of the financial performance of the investment and by comparing market reactions between knowledge intensive firms and non-knowledge intensive firms. Findings of this study can be used to refine practitioners’ understanding of the economic value of big data investments to different firms and provide guidance to their future investments in knowledge management to maximize the benefits along the big data information value chain. However, findings of study should be interpreted carefully when applying them to companies that are not publicly traded on the stock market or listed on other financial markets.

Originality/value

Based on the concept of big data information value chain, this study advances research on the economic value of big data investments. Taking the perspective of stock market investors, this study investigates how the stock market reacts to big data investments by comparing the reactions to knowledge-intensive firms and non-knowledge-intensive firms. The results may be particularly interesting to those publicly traded companies that have not previously invested in knowledge management systems. The findings imply that stock investors tend to believe that big data investment could possibly increase the future returns for non-knowledge-intensive firms.

Employees’ online knowledge sharing: the effects of person-environment fit

Purpose

Various individual and environmental factors influencing employees’ online knowledge sharing have been identified, but the understanding regarding these has been mostly limited because of their independent and direct effects our understanding has been mostly limited to their independent and direct effects. This study aims to propose that the fit between employees and their environments (PE fit) matters. A model explaining how PE fit and misfit affect employees’ knowledge sharing behavior through influencing their affective commitment is developed and assessed.

Design/methodology/approach

The proposed model was assessed with data collected in a survey of 218 employees.

Findings

Results indicate that PE fit in the norm of collaboration, innovativeness and skill variety leads to the development of stronger affective commitment and, therefore, more knowledge sharing behavior than when they are in shortfall or excess in the environment (i.e. PE misfit).

Originality/value

The findings indicate a new direction for knowledge sharing research that focuses on PE fit and suggest that knowledge sharing can be improved more proactively in practice by assessing PE fit during recruitment.

Understanding Knowledge Sharing in an Organization

This paper set out to propose the actor-network theory (ANT) as a lens through which to understand and interpret the sociotechnical knowledge sharing challenges in organisations. The methodology for this study was developed within the context of ANT by adopting its ideals and principles. The findings demonstrate that using the concept of the Moments of Translation as a lens to study this phenomenon is indeed a novel way of investigating the reason why there is still difficulty with sharing and managing knowledge. This perspective is proposed to transform the way that knowledge sharing factors are perceived. By utilising a normative approach, this research looked at how knowledge sharing as an ideal can be achieved when taking into account the existing constraints within an organisation. A general framework is proposed to guide the formation of a network of aligned interest for knowledge sharing.