Trust in management and knowledge sharing: The mediating effects of fear and knowledge documentation

Knowledge sharing within and between teams is of vital importance for organizations. The influence of interpersonal trust in general and trust in management in particular on knowledge sharing is evident. However, it is not clear how the relationship between interpersonal trust and knowledge sharing works. This study provides a better understanding of that relationship by demonstrating that fear of losing one's unique value and knowledge documentation have a mediating effect on the relationship between trust in management and knowledge sharing. Specifically, trust in management increases knowledge sharing through reducing fear of losing one's unique value and improving willingness to document knowledge. These findings have important implications at both a managerial and theoretical level. For managers, this paper emphasizes the individual's central role in the knowledge sharing process in terms of knowledge documentation and fear of losing one's unique value. On the theoretical level, this study provides empirical evidence for two mechanisms that help explain the effect of trust in management on knowledge sharing. In future research, this study could be extended to include other psychosocial phenomena that enable knowledge sharing in organizations.     

Decision knowledge sharing: flexible supply chains in KM context

Supply chain excellence has a real impact on business strategy. Building supply chains as flexible systems represents one of the most exciting opportunities to create value and one of the most challenging tasks for the policy makers. It requires integrated decision making amongst autonomous chain partners with effective decision knowledge sharing between them. The key to success lies in knowing which decision has more impact on the overall performance and this can be achieved by appropriate knowledge sharing. In this context, knowledge management (KM) can be used as an effective approach to achieve knowledge sharing and decision synchronisation in supply chains. Flexible supply chains (FSC_s) are more complex and involve multiple autonomous players with varying technical cultures (affects knowledge mindsets), managerial background (affects decision knowledge) and supply chain management (SCM) exposures (affects knowledge sharing attitudes). Thus there is a need to develop demo models that can encourage chain managers towards collaborative knowledge sharing in the supply chains. This paper presents the application of one such model based on decision knowledge sharing (DKS) for improved supply chain management. A simulation model of a flexible supply chain based on DKS framework is developed for demo purposes. The key results are highlighted along with industry implications. The cost based performance of DKS at different levels of flexibility is studied. Thus a careful analysis of the chain with a focus on collaborative decisions is useful to ensure success. This paper addresses this interesting and challenging domain.     

The problem with knowledge ambiguity

This paper proposes a new conceptualisation of the construct of knowledge ambiguity. This new conceptualisation is essential because (1) past researchers have tended to narrowly define and operationalise knowledge ambiguity in terms of causal ambiguity or tacitness and (2) the prevalent non-comprehensive conceptualisation constrains our ability to overcome the problem of knowledge ambiguity. Knowledge ambiguity has been identified as a major obstacle to effective knowledge transfer and to the implementation of overall knowledge management systems. The new conceptualisation proposes that knowledge ambiguity is composed of two types of ambiguity: component ambiguity and causal ambiguity. Component ambiguity is uncertainty about knowledge content, whereas causal ambiguity is uncertainty about how to use the knowledge. This re-conceptualisation is supported by previous studies on knowledge characteristics, absorptive capacity and cognitive learning. In this paper, theoretical propositions are developed to demonstrate the compatibility of the new conceptualisation with the current understanding of these concepts. The present paper not only advances our understanding of knowledge ambiguity, it also points towards solutions for overcoming the problems associated with knowledge ambiguity. Different measures are required to overcome problems created by component ambiguity vs. causal ambiguity. This paper’s re-conceptualisation of knowledge ambiguity makes it easier to theorise about and operationalise the concept. It aligns the definition of knowledge ambiguity with current definitions of related constructs such as absorptive ambiguity and cognitive learning that are used in the broader knowledge transfer and knowledge management literatures.     

Motivating knowledge sharing through a knowledge management system

Based on both economic and sociological theory, the effects of supervisory control and organizational support on the frequency and effort of individuals in contributing their personally held valuable knowledge to a “best practices-lessons learned, repository-based” knowledge management system (KMS) were compared. Supervisory control, as expected, had significant impact on frequency, but it also had unexpectedly significant influence on effort. When system variables—usefulness and ease of use—were controlled for, the organizational support measure had little effect on either outcome. These results provide greater support for economic-agency-theory motivators of knowledge sharing and lesser support for organizational support motivators than has been previously believed. They also emphasize the important impact of systems variables in motivating KMS use. Since the study was conducted in a government (joint civilian–military) organization, the organizational type may significantly influence the results. However, since the result is contrary to the conventional wisdom that suggests that a “knowledge-sharing culture” is all-important, at the very least, this study shows that the nature of the organization may moderate the relationship between the motivational approach and the outcomes.     

Ethical leadership and employee knowledge sharing: Exploring dual-mediation paths

Drawing on social learning and self-determination theories, this study investigates the mediating effects of controlled motivation for knowledge sharing and moral identity in the relationship between ethical leadership and employee knowledge sharing. We conducted a field study with 337 full-time employees to test our hypotheses. Results supported the mediating effects of both controlled motivation and moral identity in accounting for the relationship between ethical leadership and employee knowledge sharing. Our study is among the first to examine whether and why ethical leadership predicts employee knowledge sharing. Theoretical and practical implications are discussed.     

International alliance commitment and performance of small and medium-size enterprises: The mediating role of process control

Improving alliance performance is a critical issue that both managers and researchers have attempted to resolve. Recently scholars have suggested that firms can use alliance commitment and process controls to improve alliance performance. Yet research has only found weak support for these direct effects. In this paper we examine the mediating role of process controls on the relationship between alliance commitment and alliance performance. When tested on samples of SMEs we find support for our theoretical predictions. We then discuss the managerial implications of using commitment and process controls in SME international alliances.     

Leadership behaviors and group creativity in Chinese organizations: The role of group processes

In seeking to understand the factors contributing to work group creativity in Chinese organizations, we explored the roles of two different leadership styles (transformational and authoritarian) that Chinese leaders play in group creativity through influencing internal group processes, i.e., collective efficacy and knowledge sharing among group members. We tested our hypotheses with a sample of 163 work groups involving 973 employees in twelve Chinese companies. We found transformational leadership to relate positively but authoritarian leadership to relate negatively to group creativity, mediated by both collective efficacy and knowledge sharing among members within the group. We discuss the implications of these findings for research on group leadership, group creativity and cross-cultural management.     

Knowledge management in SMEs and MNCs: matching knowledge mobility mechanisms to supply network configuration profiles

Abstract

While ‘knowledge mobility’ presents significantly different challenges for SMEs and MNCs, it is strongly influenced by two common factors: the type of knowledge to be integrated and the configuration of the operations network. Here, SMEs and MNCs are required to make critical decisions about ‘levels’ of collaboration and knowledge sharing with network partners. A Knowledge Mobility Configuration (KMC) framework was developed, tested and refined using five case studies indicative of a growing shift towards information and knowledge-intensive activities. In terms of contribution, there has been limited empirical research to-date into the determinants of successful knowledge transfers in MNC-SME network contexts. The network configuration element of the KMC framework provides insights on how such networks evolve, and how specific knowledge mobility profiles may evolve over time. This more nuanced approach may be used as a basis for a proactive and differentiated approach to knowledge mobility and integration across SME and MNC networks.     

A moderated mediation model of the relationship between abusive supervision and knowledge sharing

This study uses the conservation of resources theory to examine the influence of a leader's destructive behaviors by investigating how emotional exhaustion resulting from abusive supervision affects employees' knowledge-sharing behaviors. Using a moderated mediation framework, this study suggests that organizational justice moderates the positive relationship between abusive supervision and employees' emotional exhaustion and attenuates the negative indirect effect of abusive supervision on employees' knowledge-sharing behaviors. The results of this study, drawn from a sample of 202 dyads comprising full-time employees and their immediate supervisors, support most of its hypotheses. The implications and limitations of the study, as well as directions for future research, are discussed.     

Knowledge sharing for innovation performance improvement in micro/SMEs: an insight from the creative sector

Abstract

As economies become more reliant on innovative, knowledge-intensive firms, understanding the interaction between knowledge and improving innovation performance is increasingly important. Although most UK businesses are micro, small or medium-sized enterprises (micro/SMEs), knowledge management research has tended to focus on large companies Knowledge sharing can be critical for innovation performance, especially for smaller players with limited resources. Our study presents an insight from micro/SMEs operating in the highly knowledge-intensive and innovative games/entertainment software development sector. Using a mixed method approach, we investigate knowledge sharing and its contribution to firm innovation performance improvements. Our findings suggest that micro/SMEs are at the forefront of the creative sector precisely because of their smaller size. Our study reveals evidence of knowledge donation but limited evidence of knowledge collection in the knowledge sharing process. We develop a model highlighting the importance of industry context, individual knowledge and organizational size in knowledge sharing for innovation performance.     

Differentiated transformational leadership and knowledge sharing: A cross-level investigation

Building on theories of differentiated leadership and knowledge sharing, this study investigated the influence of dual-level transformational leadership on three group climates, leader–member exchange (LMX), and knowledge sharing. Using data from 275 employees of 71 work groups in five companies, we found that group-focused leadership and individual-focused leadership both facilitated knowledge sharing while the three group climates and LMX acted as mediators at the group level and individual level, respectively. In addition, our analysis showed an interesting finding in Chinese organizations: an innovativeness climate and a fairness climate contributed to an affiliation climate, which in turn promoted knowledge sharing.     

企业知识内部转移:模式、影响因素与机制分析

知识是企业的核心资源,它只有在企业内部不断转移才能产生更大的价值。本文分析了企业知识转移的三种理论模式,以及影响企业知识内部转移的因素,并探讨了如何建立企业知识内部转移的机制。     

基于SWOT分析的企业知识管理战略

本文以SWOT分析为基础,探讨了企业的知识需求与知识供给,并对由此产生的知识缺口进行了分析。针对企业不同的知识情况,提出了相应的知识管理战略及知识处理活动,使得企业能够根据自身的条件并结合外部环境选择合适的知识管理战略,从而有助于企业获得和保持竞争优势。     

知识的分类及其管理

知识管理是一个寻求数据和信息处理能力与员工的创造和革新能力协作组合的组织过程,其目的是为了提高企业应付外界环境变化的适应、生存和竞争能力。但是,由于知识具有多样性、复杂性和动态性等特征,试图通过一种模式来实施对知识的有效管理是不现实的,也是不可能的。企业要有效地管理知识,应在对企业知识进行分类的基础上,根据企业的经营目标,采取相应的管理策略,因此归纳了5种分类方法显性知识和隐性知识、内部知识和外部知识、个人知识和组织知识、实体知识和过程知识、核心知识和非核心知识,并时各种分类提出了相应的管理策略。     

智慧导向型知识管理的一种分析框架

本文在剖析知识、智慧的概念及其内在关系的基础上,从知识和智慧有机结合角度提出了一种分层次的智慧导向型知识管理分析框架。该框架反映了知识与智慧之间相互补充、相互促进的内在统一性,并分别将知识管理和组织智慧看作手段和导向,给出了知识和智慧两个层面的集成管理策略,体现了一种全新的系统知识管理思想。其目的是使组织更加有效地实施知识管理战略,更好地发挥知识的效能,从而使组织适应环境的变化,达到与环境长期和谐共存。最后指出了本文观点对组织实施知识管理的影响和借鉴作用。     

知识型团队动态能力构建、团队体系模型与创新运作模式研究

知识型团队是现代组织执行复杂创新任务的重要组织形式.本文从分析知识型团队与知识工作任务的匹配关系入手,在引入知识链及知识链网络等概念的基础上,探讨了基于知识链的知识型团队的动态能力构建机制,分析了围绕知识链网络的知识团队结构体系模型及创新运作机理.