Are norms enough? The role of collaborative norms in promoting organizational knowledge seeking

Knowledge sharing, which is critical for the strategic utilization of knowledge resources for the benefit of an organization, can only take place when both knowledge contribution and knowledge seeking exist. However, most previous research has focused on only one side of this process – knowledge contribution motivations. This is despite the fact that various barriers to knowledge seeking and reuse exist, such as the effort required to seek relevant knowledge and the cost of future obligation. In overcoming such barriers, norms related to collaboration are considered to be important. However, little is known of how these norms operate in conjunction with other antecedents to influence individuals' knowledge seeking behavior. Addressing the knowledge gap, this study explores how collaborative norms in an organization impact knowledge seeking with regard to a common knowledge management system type – the electronic knowledge repository (EKR). For this purpose, we have developed a model and tested it through a survey of EKR users in knowledge-intensive organizations. Our results indicate that collaborative norms positively impact individuals' knowledge seeking behavior through EKRs, both directly and through reducing the negative effect of future obligation on seeking. However, collaborative norms could also undermine the positive impact of perceived usefulness on knowledge seeking behavior. We identify other antecedents of knowledge seeking such as knowledge growth, resource-facilitating conditions, and self-efficacy. Implications for research and knowledge sharing practice are discussed.     

Knowledge seekers’ and contributors’ reactions to recommendation mechanisms in knowledge management systems

We examined the behavior of knowledge seekers and contributors to an internal Knowledge Management System (KMS) in a multinational organization. The system has two selection mechanisms, based on semantic algorithms and user ratings. The first utilizes an algorithm to ‘measure’ the quality of knowledge contributions and ranks them accordingly, while the second averages the ratings that knowledge items receive from KMS users. Building on appraisal theory, we found that knowledge seekers and contributors reacted differently to the two mechanisms. The rating-based rankings positively influenced knowledge seekers’ tendency to access, comment on, and spread the knowledge shared in the KMS, while the algorithm-based ranking positively influenced knowledge contributors’ to continue sharing knowledge via the system. Moreover, shorter (or longer) time delay between the time that the knowledge was shared and the time when knowledge contributors received their first comments seemed to positively (or negatively) influence the contributors’ tendency to continue sharing knowledge via the KMS. Our study adds to the existing KMS literature by investigating knowledge seekers’ and contributors’ reactions to the two different knowledge recommendation mechanisms, and recommends that managers understand the importance of implementing algorithm-based rankings in their KMS as well as the simpler and more commonly adopted rating-based ranking.     

Retracted: Critical Human Factor Evaluation of Knowledge Sharing Intention in Taiwanese Enterprises

Knowledge management (KM) is important in the Taiwan business world. Only 0.1% of SMEs, however, have been guided by the Small and Medium Enterprise Administration (SMEA) to introduce knowledge management from 1993 through 2008. The population of KM‐implementing SMEs is low. The climate of knowledge sharing has been recognized as the critical factor to successful KM. According to the research results obtained in this study, relation‐based motivation is positively related to one's intention to share knowledge. Individual workers can have increased relation‐based motivation to become leaders of SMEs building the culture of interpersonal trust and offering group‐based reward mechanisms in an organization. This research can help business managers to identify the motivational elements that can encourage investment and propose pragmatic suggestions for introducing initiatives to reinvigorate the number of SMEs implementing KM in Taiwan. © 2012 Wiley Periodicals, Inc.     

Developing an antecedent model of knowledge sharing intention in virtual communities

This study explored the antecedent model of knowledge sharing intention in virtual communities based on social influence theory. A field survey was performed with the participation of 176 college students who were Facebook users. The results indicated that expected benefits (i.e., cognitive benefits, social integrative benefits, personal integrative benefits, and hedonic benefits) significantly and positively influenced social influence factors (i.e., group norms, social identity, and subjective norms). In addition, social influence factors (i.e., group norms, social identity, and subjective norms) significantly and positively influenced knowledge sharing intention in virtual communities. Finally, social influence factors (i.e., group norms, social identity, and subjective norms) fully mediate the effects of expected benefits (i.e., cognitive benefits, social integrative benefits, personal integrative benefits, and hedonic benefits) on knowledge sharing intention. This study identified the antecedents of knowledge sharing intention in virtual communities, and the results could be applied to areas of organization, education, and business.     

How to foster frontline employee knowledge sharing within service‐oriented enterprises: Empirical evidence from China

Based on the context of Chinese workplace, the present research aims to explore the combined effects of proactive personality, supervisor–subordinate guanxi (s–s guanxi), and leaders’ innovation expectations on the knowledge sharing of frontline employees (FLEs). Questionnaire data from a sample of 301 FLEs within service‐oriented enterprises in China were used in this study. The results show that proactive personality and leaders’ innovation expectations are both positively related to employees’ psychological empowerment and knowledge sharing, and s–s guanxi significantly impacts psychological empowerment, but has a nonsignificant effect on knowledge sharing. This study expands the understanding of FLEs’ knowledge sharing behavior and enriches our understanding of the guanxi construction process during the interaction between supervisors and subordinates.     

The influence of intrinsic and extrinsic motivation on individuals' knowledge sharing behavior

A major challenge in knowledge management involves motivating people to share knowledge with others. The objective of this study is to deepen our understanding of how to influence an individual's tendency to engage in knowledge sharing behavior in a team setting. Specifically, we investigate the effects of intrinsic motivation (altruism) and extrinsic motivation (economic reward, reputation feedback and reciprocity) on knowledge sharing (number of ideas generated, idea usefulness, idea creativity and meeting satisfaction) in a group meeting. Results of our experiment show that a knowledge management system with built-in reputation feedback is crucial to support successful knowledge sharing.     

IT‐mediated social interactions and knowledge sharing: Role of competence‐based trust and background heterogeneity

In the knowledge‐based economy, organizational success is dependent on how effectively organizational employees share information. Many studies have investigated how different types of communication activities and communications media influence knowledge sharing. We contribute to this literature by examining increasingly prevalent yet understudied IT‐mediated social interactions and their effects on knowledge sharing among employees in comparison to face‐to‐face social connections. By integrating the literature on knowledge sharing, social networks, and information systems, we theorize the ability of IT‐mediated social interaction to (1) afford interactions between individuals with heterogeneous backgrounds and (2) facilitate frequent IT‐mediated social interactions that are high in competence‐based trust—both supporting effective sharing of knowledge. Through a social network analysis of the employees in a high‐tech organization, this study finds that IT‐mediated frequent social interactions are the most effective in promoting knowledge sharing.     

The Top Management Team,Reflexivity, Knowledge Sharing and New Product Performance: A Study of the Irish Software Industry

In the present study, we develop a model to predict new product performance incorporating the literature on top management team (TMT) composition, trustworthiness, knowledge sharing and task reflexivity in organizations. We hypothesize that diversity and trustworthiness in the TMT should influence knowledge sharing and reflexivity and reflexivity and knowledge sharing would be positively associated with new product performance. We test the model using data collected from 39 indigenous software firms in Ireland. Results indicate that age diversity was positively related to knowledge sharing ability while educational level, tenure and functional diversity of the TMT did not have any direct effect on reflexivity or knowledge sharing ability or motivation. However, educational level of TMT, tenure and age diversity had indirect effects on reflexivity and knowledge sharing through the intervening variable of TMT trustworthiness. Further, knowledge sharing and task reflexivity had direct effects on market new product performance. Implications for research and practice are discussed.     

Tacit knowledge sharing in IT R&D teams: Nonlinear evolutionary theoretical perspective

Tacit knowledge sharing influences the performance of IT R&D teams. However, information regarding the mechanism of tacit knowledge sharing is limited. Accordingly, we develop a nonlinear dynamic model to explore the influence of structural changes on tacit knowledge sharing behavior in an IT R&D team, particularly in response to gradual changes in payoff structures. The following results were observed：(1) Certain situations and a traditional correlation analysis confirmed that the current contradictions in the influence of reward systems on knowledge sharing behavior are unified. (2) Under special conditions, the influences of several critical factors (e.g., reciprocity, penalty of social reputation, and supervising mechanism) lose efficacy. As an alternative, managers can only enhance the reward system or reduce sharing cost. The effectiveness of knowledge sharing substantially improves only once it reaches certain critical thresholds. (3) During a catastrophe, a team’s behavior may become immune to the deterioration of payoff structures. However, sudden jumps (i.e., from sharing to hiding knowledge) may occur when another threshold is reached. In summary, once team members experience a sudden jump, retrieving the previous cooperative status becomes difficult.     

Fostering the determinants of knowledge sharing in professional virtual communities

Professional virtual communities (PVCs), which are formed on the Internet, are expected to serve the needs of members for communication, information, and knowledge sharing. The executives of organizations should consider PVCs as a new innovation or knowledge pool since members share knowledge. However, many PVCs have failed due to members’ low willingness to share knowledge with other members. Thus, there is a need to understand and foster the determinants of members’ knowledge sharing behavior in PVCs. This study develops an integrated model designed to investigate and explain the relationships between contextual factors, personal perceptions of knowledge sharing, knowledge sharing behavior, and community loyalty. Empirical data was collected from three PVCs and tested using structural equation modeling (SEM) to verify the fit of the hypothetical model. The results show that trust significantly influences knowledge sharing self-efficacy, perceived relative advantage and perceived compatibility, which in turn positively affect knowledge sharing behavior. Furthermore, the study finds that the norm of reciprocity does not significantly affect knowledge sharing behavior. The results of the study can be used to identify the motivation underlying individuals’ knowledge sharing behavior in PVCs. By investigating the impacts of contextual factors and personal perceptions on knowledge sharing behavior, the integrated model better explains behavior than other proposed models. This study might help executives of virtual communities and organizations to manage and promote these determinants of knowledge sharing to stimulate members’ willingness to share knowledge and enhance their virtual community loyalty. As only little empirical research has been conducted on the impact of knowledge sharing self-efficacy, perceived relative advantage, and perceived compatibility on the individual’s knowledge sharing behavior in PVCs, the empirical evidence reported here makes a valuable contribution in this highly important area.     

Chi and Organizational Creativity: A Case Study of Three Taiwanese Computer Firms

The mechanisms of knowledge management include knowledge sharing, knowledge transformation and knowledge accumulation. In the corporate context, knowledge creation is of utmost importance for the promotion of competition within an organization. Knowledge creation in business corporations is most frequently done through sharing knowledge between members of a team. Therefore, how to promote the flow of ‘Chi’ in an organization to ensure the effectiveness of knowledge sharing becomes the key to successful knowledge creation. Moreover, to create and maintain ‘Chi’, a holonic working environment has to be created so that the result of knowledge sharing can be enhanced. This paper illustrates the effectiveness of the knowledge‐sharing practices of three computer‐manufacturing companies from the perspective of working environment design and knowledge‐sharing mechanism. Through comparison, this paper will identify some good practices for the enhancement of organizational creativity.     

The impact of close monitoring on creativity and knowledge sharing: The mediating role of leader‐member exchange

We examine the influence of supervisors' close monitoring on employees' creativity and knowledge sharing, both of which are important to the enhanced performance and survival of organizations in this era of uncertainty and change. We also identify the mechanism through which supervisors' close monitoring affects employees' creativity and knowledge sharing. A survey was conducted with military officers in South Korea, among whom supervisor–employee interactions occur daily. A regression analysis of 163 supervisor‐employee dyads shows that supervisors' close monitoring has a negative impact on employees' creativity and knowledge sharing; a mediation test using a bootstrapping methodology shows that supervisors' close monitoring has a significantly negative indirect impact on employees' creativity and knowledge sharing with leader‐member exchange (LMX) as the mediator. Our theoretical contribution is to provide an improved understanding of the relationships among the variables. We also offer a practical implication because our findings show that supervisors' close monitoring may hinder employees' creativity and knowledge sharing by undermining LMX.     

Research on the mechanism of knowledge and intelligence sharing in enterprises under big data: From the perspective of status‐striving motivation and opinion dynamics

Knowledge sharing is the process of individual knowledge interaction in the team. To understand the social psychological mechanism in the process of knowledge sharing, this article combines status‐striving motivation with opinion dynamics to study the decision mechanism and evolution law of employee knowledge sharing behaviour. A multiagent simulation method is used to design the decision‐making model of employee knowledge sharing behaviour. The influence of the network structure, number of people, and the proportion of employees with different statuses on knowledge sharing performance is considered. The simulation software is used to convert the theoretical model into a parametric experiment, and the sensitivity analysis is also employed. The results show that the knowledge of individuals with high status will increase initially, but the upward trend will eventually slow until reaching a steady state. The steady‐state status of employees is positively correlated with their initial knowledge volume.     

Pair programming teams and high-quality knowledge sharing: A comparative study of coopetitive reward structures

There has been a growing research interest in understanding knowledge sharing in agile development. Yet, empirical research that sheds light on its underlying practices, such as pair programming, is evolving. This study uses insights from coopetition and software literature to focus inquiry on the relation between coopetitive rewards and high-quality knowledge sharing in pair programming teams. Theoretical hypotheses are developed and validated, suggesting that: ‘coopetitive rewards influence high-quality knowledge sharing both directly and over time through their impact on the level of knowledge sharing satisfaction’, and, ‘the impact of coopetitive rewards on high-quality knowledge sharing is dependent upon task complexity and the history of working under similar reward structure’. This study generates new understanding related to the use of rewards in pair programming teams, and offers a rigorous and replicable seven-step experimental process for simulating coopetitive structures and investigating their role in pair programming and in similar collaborative contexts.     

An empirical study of the effects of knowledge sharing and learning behaviors on firm performance

Knowledge sharing and learning behaviors in the workplace are believed to be very important to the success of firms. In this study, the relationships between knowledge sharing and learning behaviors, business process improvement, product and service offerings, and organizational performance are examined based on a sample of 134 firms engaged in manufacturing, and wholesale or retailing operations. Data analyses using the partial least squares statistical technique revealed that knowledge sharing and learning behaviors are positively associated with business process improvement, and product and service offerings. Business process improvement and product and service offerings are positively associated, and they in turn are positively related to organizational performance. The findings reinforce the importance of knowledge sharing and learning to companies. Executives should encourage knowledge management and organizational learning activities within their firms, and give proper considerations to the strategies and implementation of programs supporting these activities in order to enhance firm performance.     

Design of ‘Ba’ for successful Knowledge Management—how enterprises should design the places of interaction to gain competitive advantage

This paper represents the framework, based on the study results of practical benchmarking and assessment of Knowledge Management, for designing ‘Ba’ where creative interaction generates. In organization, we can find various Ba, such as cyber space for Community of Practice to gather and open physical space for collaboration beyond divisions. Ba develops circulation of knowledge and which is the key to the improvement of competitive advantage of organization. When benchmarking was conducted to KM leading companies, we have found that the method of utilizing Ba was very logically adapted to the business strategy, which supported corporate culture for knowledge sharing. On the other hand, after assessing the workstyle of knowledge workers in detail, we have uncovered that although the style of knowledge work is different, the design of Ba for each department in a company is standardized and does not apply to the current situation. This is because, a guide for strategic design of Ba does not exist, even though the importance of Ba for interactions that go beyond organization is increasing, which is necessary for business that creates value added. In this paper, we propose a new framework for the design of Ba that applies to both knowledge strategy and the workstyle of each knowledge worker.     

有限理性下知识团队知识共享的演化博弈分析

为提高知识团队成员共享知识的意愿,通过运用演化博弈论,对知识团队知识共享的内在机理与动态演化过程进行了分析.结果表明,影响知识团队知识共享的因素有知识员工的知识拥有量差距、风险系数、知识共享度、互补性知识比例、激励系数、协同性影响程度等,通过调整这些参数的大小,可以有效提高知识团队成员选择知识共享策略的概率.     

Dimensionality of Social Capital and Organizational Citizenship Behavior in Information Systems Project Teams

Knowledge sharing and organizational citizenship behavior (OCB) among project team members are crucial for project success due to the particularities of information systems (IS) projects. Bonding social capital is known to increase knowledge sharing and collaboration. However, the influence of bridging social capital on knowledge sharing is unclear. The interplay between bridging and bonding social capital is especially interesting in a collectivistic society such as South Korea where in-group ties are particularly strong. In this study, we examine the effect of the sub-dimensions of the above constructs (i.e., bonding, bridging, OCB) on knowledge sharing. The results suggest that bonding and citizenry behavior improves knowledge sharing. Bridging improves knowledge sharing by increasing organizational citizenry behavior. Unexpectedly, the effect of citizenship behavior on knowledge sharing differs from the effect of its sub-dimensions. Only helping others is positively related to knowledge sharing. Similarly, the sub-dimensions of bridging and bonding influence knowledge sharing and citizenship behavior differently than the first-order constructs. For example, shared team mental model positively affects OCB, but has no direct influence on knowledge sharing. Conversely, shared vision is the only sub-dimension of bridging that positively affects OCB. Thus, the results suggest that project managers should facilitate shared project vision and team mental model to encourage team members’ citizenship behavior and control the potential adverse influence of bridging social capital.     

Managing knowledge sharing: Emergent and engineering approaches

We wished to determine how the process of knowledge sharing could be managed, seeing that it is a knowledge management dilemma. If knowledge sharing is crucial to an organization’s interests, but is inherently emergent in nature, how can the organization still manage the process? In order to answer this question, a distinction was made between two approaches towards managing knowledge sharing: an emergent approach, focusing on the social dynamics between organizational members and the nature of their daily tasks, and an engineering approach, focusing on management interventions to facilitate knowledge transfer. While the first is central to today’s thinking about knowledge, we used a field study in six organizations to show that both approaches have value in explaining knowledge sharing. Instruments that are part of the engineering approach create conditions for variables in the emergent approach, which in turn also exert a direct influence on knowledge sharing.     

A study of Facebook Groups members’ knowledge sharing

There have been many studies focusing on individuals’ knowledge sharing behavior in the organizational setting. With the rapid prevalence of social networking sites, many people began to express their thoughts or share their knowledge via Facebook website. Facebook is an open environment which does not provide any immediate monetary benefits to its users. Its Groups members’ knowledge sharing behavior could be different from the ones in organizations. We proposed a research model to examine factors which promote the Facebook Groups users’ willingness to share knowledge. The factors in the study include extrinsic motivation, social and psychological forces, and social networking sharing culture. We used PLS to test our proposed hypotheses based on 271 responses collected through an online survey. Our results indicated that reputation would affect knowledge sharing attitude of Groups members and sense of self-worth would directly and indirectly (through subjective norm) affect the attitude. In addition, social networking sharing culture (fairness, identification, and openness) is the most significant factor, not only directly affecting knowledge sharing intention, but also indirectly influencing the sharing intention through subjective norm and knowledge sharing attitude.