Knowledge Sharing Practices and the Learning Organization: A Study

Journal of Scientific Research & Reports, 2014

For many companies today, the environments in which they operate have changed dramatically over the last decades. The atmosphere of corporate environment relies heavily on aspects concerning its workers and in particular its knowledge workers. Companies worldwide, in order to stay competitive, have started shifting their approach and outlook on how business should be conducted and as to what knowledge aspects are important. Knowledge sharing behavior varies within and between organizations. There are a number of factors that either motivate or hinder such a behavior. However; how these factors influence employees' motivation for knowledge sharing has not been carefully tested within Lebanese organizations. Objectives: Given the increasing importance of knowledge capital and deployment of information technology to facilitate knowledge transfer in organizations, this paper aims: 1) To examine knowledge sharing attitudes within Lebanese organizations so as to study the factors that influence motivation for knowledge sharing; 2) To analyze how organizational and human factors influence the knowledge sharing behavior within these organizations. Method: Mixed method approach. A qualitative approach was adopted to review current secondary data and information to prepare a background for the research in question. A quantitative approach using a questionnaire survey was used to collect data from a sample of 148 Lebanese employees in order to assess and validate the research model in question. Results: A relationship has been proved to exist between knowledge sharing and trust, management’s support, culture and psychological ownership of knowledge, indicating the importance of such factors as prerequisites of the success of knowledge sharing. Conclusions: The results of this study have implications for staff and managers in organizations. Organizations have to create a culture that is pro-knowledge sharing, where knowledge sharing is valued by everyone, and strategies that are more knowledge friendly are implemented; this is done through the mentoring programs, creating communities, conferences and through generating a vision that emphasizes knowledge and its importance.

Procedia Economics and Finance, 2013

The knowledge-based view of organisational behaviour emphasizes the importance of knowledge for organizations to retain their competitive advantage. Thus, the success of knowledge sharing is vital because, if successful, it results in shared intellectual capital. Knowledge sharing success, to a great extent, lies in the employees' capability to share knowledge. It is important that this knowledge sharing capability is translated into success through appropriate HRM practices. Knowledge sharing capability is therefore an important factor to consider when designing human resource management (HRM) practices that help to facilitate successful knowledge sharing behaviours among employees. 270 knowledge workers of knowledge-based organisations were surveyed about their perceptions of knowledge sharing capability, and knowledge sharing success. Our study confirms that knowledge sharing capability is important for knowledge sharing success, suggesting its significant role in the design of knowledge-driven HRM practices. This has important implications for HRM delivery in Malaysian and global knowledge based organisations, as the lack of employee's sharing capability on the success of knowledge sharing may lead to an inability of the organization to remain competitive. Implications for HRM practices and future research directions are discussed in detail.

Advancement in technologies has moved organisations from the traditional methods of strategic and tactical formulations to knowledge based fabricated methods and strategies. Nowadays, Knowledge management became an important success reason for the formulation of any strategy of every company. This knowledge dependent trend is not only dominant in developed economies and their firms, but also has attracted and motivated businesses operating in developing countries. Aiming on the degree of knowledge management influence, this study primarily tried to look at the effects of knowledge sharing on knowledge learning and organisational learning, and to see the effect of organisational learning on organisational learning culture influencing the business performance. A research survey was conducted and obtained 214 (71%) valid responses from the sample of 500 respondents of the sales departments of six telecommunication companies. The Model fit Structural Equation Modeling (SEM) results show a positive effect of knowledge sharing on knowledge learning and organisational learning; however, knowledge learning effect on organisational learning is insignificant. Consequently, the data did not support the effect of organisational learning on organisational learning culture. However, organisational learning culture positively influenced organisational performance. The results may guide the telecommunication companies to improve their knowledge management activities for better performance. The discussion and conclusions, managerial implications, and future research recommendations are presented at the end.

The aim of this study was to examine the impact of knowledge sharing enablers on knowledge sharing capability. This study used a questionnaire where the scale is adapted to measure those dimensions of knowledge sharing enablers (i.e. enjoyment in helping others, knowledge self-efficacy, top management support, organizational rewards, and ICT use) and knowledge sharing capability. This study targeted the telecommunication companies in Jordan, namely Orange and Umniah. The suitable returned questionnaires accounted for 367 out of 600. Multiple regression analysis was used to explore the impact of each of the knowledge sharing enablers on knowledge sharing. This study found that knowledge sharing enablers affect knowledge sharing. Also, it found that the most influential dimension of knowledge sharing was enjoyment in helping others; followed by ICT use, organizational rewards, and then top management support. However, knowledge self-efficacy did not have a statistically significant effect over knowledge sharing.

African Journal of Business Management, 2013

In this study, we examined the mediating impact of knowledge sharing on the relationship of information technology, organizational culture, teamwork, trust, employee motivation to disseminate their knowledge, and organizational performance. Data from 270 employees of telecommunication sector of Pakistan indicated that information technology, organizational culture, teamwork, trust, employee motivation to disseminate their knowledge, were positively related to the organizational performance. Moreover, the mediating relationship of knowledge sharing has been proved. Limitations and future directions are discussed at the end.

Algerian Review of Security and Development volume: 10, n° 01, January 2021, P: 677 -687, 2021

The study aims to identify the impact of the knowledge sharing behaviour on organizational learning in some firms active in the food industry sector in the region of Annaba. The study population consists of all workers at Mahbouba Company and Seybouse Mills Annaba. A questionnaire was designed to gather data. (82) Questionnaires were valid for statistical analysis. A set of statistical methods was used by the (SPSS 21) software to analyze collected data. The results revealed is the existence of a positive effect between dimensions of knowledge sharing behaviour and organizational learning.

Knowledge sharing capability has been labeled as one of the most important segments in the field of knowledge management (KM). Also, there is little empirical evidence to indicate how firms value the richness of knowledge sharing and their business performance. This research aims to investigate the impact of knowledge sharing enablers on knowledge sharing capability, and firm performance mediated by innovation capability. A theoretical model was proposed and tested using structural equation modeling (SEM). Results confirm the proposed model, and SEM analysis indicates that knowledge sharing enablers (i.e. enjoyment in helping others, top management support, organizational rewards, and ICT use) have significant influence on employees’ knowledge sharing capability; while knowledge self-efficacy does not. Furthermore, the study did not find a direct relationship between knowledge sharing capability and firm performance. However, causal links were founded between knowledge sharing capability and innovation capability; and innovation capability and firm performance.

Journal of Information & Knowledge Management, 2012

It is known that "Knowledge management" is associated with significant benefits which can empower organizations to get more competitive advantages in their market. Knowledge sharing and knowledge creation are the two vital aspects of knowledge management which play an important role in creating organizational value. The value-creation of knowledge depends on level of sharing knowledge and skills among people across the organization .So most companies are focused on enhancing their capability of knowledge sharing to create new knowledge. The aim of this paper is to test empirically the degree of influence of different knowledge-sharing mechanisms on the knowledge creation capability of Iranian manufacturing industries. A question survey was administered to a sample of manufacturing industries operating in Iran to elicit opinions of the personnel on the relationship between knowledge sharing and knowledge creation. The questions were structured mostly based on Sa´enz et al. (2009) and Choi & Lee (2002) studies. More than 400 respondents from 16 organizations responded to the survey. A short training course was held in all sample firms separately to explain importance and applications of knowledge management for respondents. SPSS and LISREL software were utilized to analyze research data using Regression tests and Structural equation modeling (SEM). Results obtained show that knowledge sharing has a positive influence on the knowledge creation in Iranian manufacturing industries. However, a meaningful relationship was observed between information technology and management processes and two constructs of knowledge creation. The main contribution of the paper is to provide empirical evidence about the impact of knowledge sharing on knowledge creation. Moreover, it reveals what the most effective knowledge-sharing mechanisms are for this purpose, and provides companies with some implications in order to shape their knowledge management strategies.

░ Abstract: Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.

Organizations seek to adopt management approaches that enable them to be effective and efficient. Therefore, gurus and researchers developed management concepts and theories to meet the organization’s environment demand and customer needs. Also, rapid technological developments have contributed to uncertainty and unpredictability in all sectors which have emphasized the importance of the ability of an organization to adapt to unexpected changes, something that is considered to be critical to achieving and maintaining a competitive advantage. Indeed, knowledge management came in this sequence to enhance organizational effectiveness and competitiveness. Indeed, some researchers (e.g. Kumar and Rose, 2012) emphasized that very little theoretical work arises studying the associations between knowledge sharing antecedents, knowledge sharing capability, innovation, and firm performance. Therefore, the current study proposed a causal linkage among such relationships.