Knowledge Organizations: What Every Manager Should Know
Knowledge Organizations: What Every Manager Should Know
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Motivation, Knowledge Transfer, and Organizational Forms
Organization Science
An Activity Theory Approach for Studying the Dynamics of Knowledge Sharing
HICSS '02 Proceedings of the 35th Annual Hawaii International Conference on System Sciences (HICSS'02)-Volume 3 - Volume 3
Beliefs and attitudes affecting intentions to share information in an organizational setting
Information and Management
As the Twig Is Bent: How Group Values Shape Emergent Task Interdependence in Groups
Organization Science
Exploring Perceptions of Organizational Ownership of Information and Expertise
Journal of Management Information Systems
Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing
Information Resources Management Journal
Hi-index | 12.05 |
With a view to achieve the ultimate goal of a permanent development, operation, and growth, to any business and enterprise, the strategy of knowledge management must be reinforced, and the sooner the better. In despite of those new and high interests shown toward the organization-embedded knowledge, not much concrete finding has been obtained regarding how and why employees are reluctant to share what they know. In our research, we proposed to base on the relations model theory to explore how different relation models, cultivated and shaped by different corporate cultures, give their influences on the willingness of knowledge sharing from employees. In the mean time, with a view to get closer to the realistic circumstance in the office, we give it a shot to include additional moderating variables, task inter-dependence, as well as time-of-cooperation, into our full research framework, aiming to see if they will disturb the influencing processes between the four principal relations and the willingness of employees to share their knowledge. The result reflects the distinct impact from communal sharing and equality matching on the willingness of sharing, while a subtle but negative impact of market pricing on the sharing willingness. There is no clear effect of authority ranking. Furthermore, in the analysis of interaction mode including additional moderators, the result has exhibited that task inter-dependence does moderate the relationship between communal sharing/equality matching/market pricing and the notion of sharing, while time-of-cooperation also adjusts the influencing processes between communal sharing, equality matching, market pricing, and willingness of sharing. This analysis and study grant us some clues regarding how corporate culture would eventually leverage employees' intention in sharing their knowledge, and advise the business organizations how they should correctly formulate the knowledge management strategy and activities to augment the knowledge inter-flows between employees.