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|Title: ||Effects of socio-technical factors on organizational intention to encourage knowledge sharing|
|Authors: ||Hsiu-Fen Lin;Gwo-Guang Lee|
|Contributors: ||NTOU:Department of Shipping and Transportation Management|
|Keywords: ||Knowledge sharing;Knowledge management;Organizational behaviour;Organizational innovation;Taiwan|
|Issue Date: ||2011-10-20T08:33:25Z
|Publisher: ||Management Decision|
Purpose:To examine how socio-technical factors (e.g. organizational climate and IT support) affect the intention to encourage knowledge sharing through their effects on three innovation characteristics: perceived relative advantage, compatibility, and complexity.
Design/methodology/approach:The data from a survey of 154 senior executives in Taiwan were used empirically to test the proposed research model. Moreover, confirmatory factor analysis was conducted to examine the validity of the measurement model, and the structural model also was analysed to test the associations hypothesized in the research model.
Findings:The results showed that organizational climate significantly influences perceived relative advantage, compatibility, and complexity, which in turn positively affected the intention to encourage knowledge sharing. Contrary to previous studies, this study found that IT support did not significantly affect the three innovation characteristics of knowledge sharing.
Research limitations/implications:This paper was limited to examine the perceptions of senior executives regarding knowledge sharing. Therefore, a similar research model should be developed to predict and explain the determinants of organizational intention to encourage knowledge sharing by perceptions of employees.
Practical implications:This paper suggests that make an increased effort to allow employees to suggest ideas for new opportunities and foster a positive social interaction culture before introducing knowledge sharing initiatives. Specifically, creating an organizational climate characterized by top management support, open communication, stimulus to develop new ideas and respond rapidly to new opportunities is likely to encourage both management and employees to socialize and interact frequently with each other thus driving knowledge sharing intentions.
Originality/value:This paper has implications for business managers or policy makers to formulate policies and target organizations appropriately to ensure the effective creation of a knowledge sharing culture.
|Relation: ||44(1), pp.74-88|
|Appears in Collections:||[航運管理學系] 期刊論文|
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