Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Intellectual Capital: Navigating in the New Business Landscape
Intellectual Capital: Navigating in the New Business Landscape
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
An empirical investigation of KM styles and their effect on corporate performance
Information and Management
The antecedents of consumers' loyalty toward internet service providers
Information and Management
Journal of Management Information Systems
General Perspectives on Knowledge Management: Fostering a Research Agenda
Journal of Management Information Systems
Organizational Knowledge Management: A Contingency Perspective
Journal of Management Information Systems
Journal of Management Information Systems
Enhancing employee tendencies to share knowledge-Case studies of nine companies in Taiwan
International Journal of Information Management: The Journal for Information Professionals
Decision-making in the knowledge processing in enterprises in the Czech Republic
AICT'11 Proceedings of the 2nd international conference on Applied informatics and computing theory
Knowledge sharing, innovation and firm performance
Expert Systems with Applications: An International Journal
International Journal of Business Information Systems
Hi-index | 12.06 |
Organizational knowledge sharing, argued to be able to improve organizational performance and achieve competitive advantage, is often not induced successfully. How organizations should encourage and facilitate knowledge sharing to improve organizational performance is still an important research question. This study proposes and examines a model of organizational knowledge sharing that improves organizational performance. Organizational knowledge sharing practices are argued to be able to encourage and facilitate knowledge sharing, and are hypothesized to have a positive relationship with organizational human capital (employee competencies), which is hypothesized to have a positive relationship with organizational performance. Two organizational antecedents (innovation strategy and top management knowledge values) are hypothesized to lead to the implementation of organizational knowledge sharing practices. The hypotheses were examined with data collected from 256 companies in Taiwan. All the hypotheses are supported. This study has both theoretical and practical implications.