Gender Influences as an Impediment to Knowledge Sharing: When Men and Women Fail to Seek Peer Feedback

Demographic differences in attitude, subjective norms, behavioral intention, and knowledge sharing behavior: an empirical study of non-academic staff from India and the UAE

Purpose

The purpose of this study was to understand knowledge-sharing behavior of nonacademic staff. In relation to the theory of reasoned action (TRA), the study investigated demographic characteristic differences in attitude, subjective norms, behavioral intention and knowledge-sharing behavior of nonacademic staff from India and the United Arab Emirates (UAE).

Design/methodology/approach

The study used a survey method and questionnaire instrument to collect data from 467 participants. The participants were nonacademic staff working for two academic universities in India and the UAE. The two universities were Pondicherry University (266 respondents) and Al Ain University (201 respondents). The collected data were treated and analyzed using Microsoft Excel and SPSS software for statistical analyses and frequency distributions.

Findings

The findings of the study showed that nonacademic staff from India and the UAE have a positive attitude toward knowledge-sharing, subjective norms and positive behavioral intention and are frequently involved in knowledge-sharing behavior. In addition, the study’s findings indicated statistically significant demographic differences in attitude, subjective norms and behavior intense knowledge-sharing behavior of nonacademic staff from India and the UAE. Nonacademic participants from India expressed a higher positive attitude toward knowledge-sharing and demonstrated more involvement in knowledge-sharing behavior than the respondents from the UAE. The findings of the study accepted 8 out of 20 stated hypotheses. The accepted hypotheses support the TRA theory and suggest the impact of age, job position, tenure of work and geographical diversity on attitude, subjective norms, behavioral intention and knowledge-sharing behavior. The study’s results suggested that nonacademic staff of 50 and above age groups are more likely to share knowledge than the nonacademic staff of 49 and fewer age groups. Likewise, the findings of the study suggested that nonacademic staff with a long tenure of work experience are more likely to share their knowledge with their coworkers than those with a short tenure of work experience.

Originality/value

Studies targeting knowledge sharing among nonacademic staff are scarce as compared to academic staff and students. Nonacademic staff are different from students and academic staff in attitudes and behavior. This study contributes to the expansion of knowledge sharing through the investigation of knowledge-sharing behavior of nonacademic staff. Moreover, the study expands the understanding of knowledge-sharing behavior through the use of demographic characteristics in relation to the TRA theory. In addition, most of the previous studies are based on data collected from one country, and this study is based on data collected from two countries.

Moderating role of power distance in the relationship between leader-leader exchange (LLX) and knowledge sharing: is feedback-seeking behavior a missing link?

Purpose

This study aims to investigate the effect of leader-leader exchange (LLX) on knowledge sharing through feedback-seeking behavior. The study also explores the moderating role of power distance.

Design/methodology/approach

A cross-sectional data of 290 knowledge workers from manufacturing and service firms in India were taken as a sample of the study. The hypotheses were tested using confirmatory factor analysis, structural equation modeling and hierarchical regression.

Findings

The results showed that LLX positively affects knowledge sharing and feedback-seeking behavior mediates the relationship between LLX and knowledge sharing. Moreover, power distance does not moderate the relationship between LLX and knowledge sharing.

Originality/value

The present study one of its kind explores the relationship between LLX, feedback-seeking behavior, knowledge sharing and power distance.

Employee acceptance of online platforms for knowledge sharing: exploring differences in usage behaviour

Purpose

This paper aims to examine the technology acceptance model’s applicability in understanding employees’ acceptance of online platforms for knowledge sharing in organisations. Specifically, this research explores gender differences in using online platforms for sharing knowledge at the workplace in an emerging market context and the role of individuals’ motivation in online platform usage in organisations.

Design/methodology/approach

A web-based survey was conducted in Vietnam with 290 responses from employees in the banking and insurance industries.

Findings

Both intrinsic and extrinsic motivations influenced the perceived ease of use, perceived usefulness and online platform usage for knowledge sharing. The results also confirm a significant influence of perceived ease of use directly on knowledge sharing behaviour using online platforms and indirectly via perceived usefulness. Regarding gender differences, perceived ease of use was more salient in women, while men considered perceived usefulness to a greater extent.

Research limitations/implications

This study provides a complete picture of gender, motivation and technology used for knowledge sharing in organisational settings.

Originality/value

This research has provided additional insight into the importance of gender and motivation in technology acceptance. By doing this, this study helps organisations capture the potential of valuable human resources for their competitiveness.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

Purpose

This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing.

Design/methodology/approach

Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey.

Findings

The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups.

Research limitations/implications

This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance.

Originality/value

Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

Sustainable Consumption Behavior at Home and in the Workplace: Avenues for Innovative Solutions

Companies which offer innovative solutions to aid the achievement of sustainable consumption behavior of individuals in home environment gain a competitive advantage. The study aims to uncover the relationship between the engagement in sustainable consumption and sustainable consumption behavior of individuals at home and in the workplace environments enabling companies to provide innovative solutions to advance sustainability management. This research holds that sustainable consumption behavior is a process and the focus of this study is use behavior. An online survey was employed to collect data from 407 respondents in the United Kingdom. Consumers working in both private and public sectors were surveyed. Data analysis suggests that one dimension of engagement in sustainable consumption, namely, Enthusiasm and Attention, mostly influences sustainable consumption behavior at home and in the workplace. Further, females feature higher sustainable consumption behavior at home and in the workplace most of the time in comparison to males. Also, there are age differences apropos sustainable consumption behavior at home and in the workplace. Social Learning Theory and Collaborative Consumption Theory are used to raise hypotheses and explain findings. The findings lead to practical implications for companies regarding engagement and sustainable consumption behavior in both environments in terms of incentives, green product and service innovation that may be offered to individuals to enhance sustainability.

Knowledge management: does gender matter? A systematic review of literature

Purpose

This paper aims to review for the first time existing research literature about the role of gender in creating, sharing and using knowledge in organizations and proposes a conceptual framework to guide future research directions.

Design/methodology/approach

Based on the systematic literature review method this study collects, synthesizes and analyses articles related to knowledge management (KM) and gender published in online databases by following a pre-defined review protocol. The paper analyses 41 papers published in peer-reviewed journals.

Findings

The role of gender in KM has been rarely addressed in KM journals and journals with specific emphasis on gender. The existing literature is fragmented, but existing research suggests that knowledge sharing might be influenced by gender. Based on the analysis and synthesis, a conceptual framework is proposed to guide further research on determining if gender matters in KM.

Research limitations/implications

Academic researchers should aim to include gender-related variables into their KM research to further explore if gender matters in KM.

Practical implications

The practical implication suggests that managers and knowledge managers should raise awareness about how stereotypes and gendered expectations about role behaviour affect how knowledge and experiences are created and shared within the organization.

Social implications

The authors believe that a better understanding of knowledge handling and gendered role expectations at the workplace could also have an impact beyond organizational boundaries.

Originality/value

The paper presents the first comprehensive systematic literature review of the article published on knowledge creation, sharing and usage and gender and provides a conceptual framework for future research.

An integrated understanding of academics knowledge sharing behaviour

Purpose

The purpose of this study is to examine the underlying functions of sense of spirituality (SS), emotional intelligence (EI) and perceived work environment (PWE) towards knowledge sharing behaviour (KSB) among the academic staff of higher learning institutions (HLIs) through a comparative investigation. This study extends the investigation by examining the relationship between SS and KSB through the mediating role of EI. The moderating role of PWE between SS and KSB was also tested.

Design/methodology/approach

The sample comprised 300 responses from 150 Bangladeshi and 150 Malaysian academic staff of public and private HLIs. Convenient sampling tools were used. Structural equation modelling (SEM) was used to analyse the proposed model and hypotheses. The study explains the differences and similarities in KSB practices concerning SS, EI and PWE of the academic staff from the two countries’ HLIs.

Findings

The results support the direct positive effects of SS on KSB. The two data sets also support the indirect effects of SS on KSB through the mediation of EI. However, the results indicate that SS only promoted KSB among individuals with high levels of PWE in their respective institutions. For individuals with low levels of PWE, SS did not affect KSB.

Practical implications

The management of HLIs should engage their experiences and those of newly hired academic staff in the KSB process. However, in facilitating KSB culture among the academic staff, HLIs need to foster the staff’s SS, which ultimately improvises the EI to strongly influence KSB. The management of HLIs understands that SS may be inefficient in promoting KSB among employees with low PWE. Authorities of HLIs need to facilitate a quality work environment to enhance the association between SS and KSB.

Originality/value

This study is one of the initial attempts to investigate KSB by considering SS, EI and PWE in the context of Bangladesh and Malaysia HLIs. The findings of the study can serve as inputs to HLIs in developing best practices across KSB dimensions and improving academic staff performance.

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.

Leaders' Expressed Humility and Followers' Feedback Seeking: The Mediating Effects of Perceived Image Cost and Moderating Effects of Power Distance Orientation

We developed and tested a model to identify the role of leaders' expressed humility on employees' feedback-seeking processes. The data used in our study was from a sample of 248 employees and 57 of their immediate supervisors. The results revealed that: (1) leader's expressed humility positively related to employees' feedback seeking mediated by employees' perceived image cost; and (2) power distance orientation moderated the relationship between leader's expressed humility and employees' perceived image costs, such that the relationship was stronger when the power distance orientation was lower rather than higher. The results offer new insight into potential managerial practices that aim at stimulating feedback seeking. We conclude with a discussion for future research.

Demystifying Gender Differences in Mentoring:Theoretical Perspectives and Challenges for Future Research on Gender and Mentoring

Issues of gender and mentoring are explored through several theoretical lenses—similarity-attraction paradigm, power dependence, social exchange, biological, and psychological theories—to provide a more comprehensive view of mentoring from a gender-based perspective. Issues related to gender and mentoring presented in past mentoring research and tenets from several theoretical bases are used to develop research propositions. The relevance of studying gender issues in mentoring is emphasized and suggestions for conducting research on gender and mentoring are presented.

Knowledge Sharing Research

In response to the calls for more context-aware theorizing, in this essay we review the empirical research on individual knowledge sharing behavior in organizations, with a specific focus on the context in which employees share knowledge. We build on the “Who? / Where? / Why? / What?” framework to “flesh out” the contexts of the empirical studies on individual knowledge sharing published in top-level journals. Mapping the researched contexts, we indicate several biases of the literature as well as point to under-investigated spaces, suggesting theoretical dimensions, their contrasts, and new empirical settings that are missing from the major stream of knowledge sharing studies. We also find that context has been scarcely accounted for in the existing literature, discuss the reasons for it, show how accounting for context can be used to re-interpret some contradictions in existing literature, and suggest some ways to move forward.

Knowledge-centered culture and knowledge sharing: the moderator role of trust propensity

Purpose

– This research aims to evaluate if knowledge-centered culture (KCC) fosters knowledge sharing equally across employees with different levels of trust propensity, an enduring individual characteristic.

Design/methodology/approach

– A cross-sectional questionnaire study was conducted with 128 US-based employees.

Findings

– The authors found that KCC only promoted knowledge sharing in individuals with high levels of trust propensity. For individuals with low levels of trust propensity, KCC had no effect on knowledge sharing.

Research limitations/implications

– The authors focused exclusively on trust propensity as a moderator. Future research could analyze the role of other enduring individual differences in the relationship between KCC and knowledge sharing.

Practical implications

– A KCC may be inefficient in promoting knowledge sharing in employees with low propensity to trust. Recruitment and selection of individuals with a high propensity to trust is a possible solution to enhance the association between KCC and knowledge sharing in organizations.

Originality/value

– By identifying an enduring individual characteristic that shapes the relationship between KCC and knowledge sharing, the authors move toward the development of a contingent view of KCC and show that KCC fosters knowledge sharing differently across employees.

Knowledge Sharing Attitude: An Empirical Test of a Multifactor Model

Knowledge sharing (KS) attitude is a psychological variable that affects individuals' decisions to share or hoard their knowledge. While attitude theory describes attitude as a multi-component construct, past research has overlooked the multidimensional structure of the attitude construct in KS contexts. Accordingly, this study focusses on KS attitude as a concept with cognitive, affective, and behavioural components. Data were collected from 89 participants involved in systems development projects to empirically test the expanded structure of KS attitude. The results provide strong support for the tertiary structure of KS attitude and demonstrate three conceptually and empirically distinguishable components of KS attitudinal. The results also show that the cognitive and affective components of KS attitude have significant effects on behavioural attitude to share knowledge. Several practical and research implications can be drawn from the results of this study.