Exploring influencing factors of offline knowledge service transactions on an online-to-offline knowledge-sharing economy platform

2020 ◽  
Vol 24 (8) ◽  
pp. 1777-1795
Author(s):  
Changyu Wang ◽  
Jinming Mei ◽  
Jiaojiao Feng
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Design Methodology ◽  
Sharing Economy ◽  
Objective Data ◽  
Content Type ◽  
Online Transactions ◽  
Knowledge Service ◽  
New Public ◽  
Tacit Knowledge Sharing

Purpose Online-to-offline (O2O) knowledge-sharing economy platforms have emerged as a new public channel for matching up knowledge providers with knowledge seekers. It can facilitate offline provision and consumption of high-quality tacit knowledge around a topic upon online search and payment (called offline knowledge service transaction). However, limited research investigated this new knowledge-sharing phenomenon in the field of knowledge management (KM). The purpose of this paper is to enrich KM literature by developing a theoretical model to explore determinants of offline knowledge service transactions via O2O knowledge-sharing economy platforms from both quality and price perspectives. Design/methodology/approach The model was tested with objective data crawled from Zaihang – a leading O2O knowledge-sharing economy platform in China. Findings The results show that, in the context of O2O knowledge-sharing economy, transactions of an offline knowledge service are positively related to its provider’s popularity, but negatively related to the price. Moreover, knowledge seekers are more likely to accept and purchase a high-priced service of a knowledge topic with a higher overall review score and supplied by a provider with lower popularity and shorter response time. However, the length of offline knowledge service has no significant association with its transactions. Originality/value This study contributes to KM literature through investigating a new phenomenon of tacit knowledge sharing (including provision and consumption) in the context of O2O service and the sharing economy. The results give implications for knowledge providers and platform managers to facilitate online transactions of offline knowledge services.

Impact of organizational culture and computer self-efficacy on knowledge sharing

2015 ◽  
Vol 115 (4) ◽  
pp. 590-611 ◽  
Author(s):  
Zhen Shao ◽  
Tienan Wang ◽  
Yuqiang Feng
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Enterprise Systems ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Tacit Knowledge Sharing ◽  
Sharing Behavior ◽  
Computer Self Efficacy

Purpose – The purpose of this paper is to examine the impact mechanism of organizational culture (OC) on Enterprise Resource Planning (ERP) user’s explicit and tacit knowledge-sharing behavior in the context of enterprise systems usage. Design/methodology/approach – Drawing from social cognitive theory, the authors developed a comprehensive model that integrates OC, computer self-efficacy and employees’ knowledge-sharing behaviors. In total, 343 valid questionnaires were collected from ERP users of 115 firms and structural equation modeling technique was used to test the model. Findings – Empirical results suggest that hierarchical culture that focusses on efficacy and uniformity is positively related with employees’ explicit knowledge sharing; group culture that focusses on trust and belonging is positively related with employees’ tacit knowledge sharing, and their relationship is fully mediated by employees’ computer self-efficacy. In addition, computer self-efficacy also partially mediates the relationship between rational culture and employees’ knowledge sharing. Practical implications – This study provides guidelines for top managers to enhance employees’ computer self-efficacy and facilitate employees’ knowledge-sharing behavior by developing appropriate type of OC. Originality/value – This study unpacks the mediating mechanism between OC and knowledge sharing, and contributes to the academic research of knowledge management in the context of enterprise systems assimilation.

Emotional intelligence and innovative work behaviour in knowledge-intensive organizations: how tacit knowledge sharing acts as a mediator?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
Innovative Work ◽  
Knowledge Intensive Organizations ◽  
Innovative Work Behaviour ◽  
Knowledge Intensive

Purpose This study aims to examine the underlying process through which emotional intelligence impacts employees’ innovative work behaviour by testing the mediating role played by tacit knowledge sharing in organizations. The direct and indirect effects of emotional intelligence on innovative work behaviour of employees were explored. Design/methodology/approach A structured survey questionnaire was used to collect data from 171 full-time employees of five high-tech knowledge-intensive organizations located in India. The hypotheses were tested using partial least squares structural equation modelling. Findings The results revealed that emotional intelligence had a direct positive impact on tacit knowledge sharing and innovative work behaviour of employees. Similarly, tacit knowledge sharing positively influenced innovative work behaviour. The study further showed that the relationship between emotional intelligence and innovative work behaviour was partially mediated by tacit knowledge sharing. Practical implications To enhance innovative behaviour at work, organizations should concentrate on building the emotional competencies of its employees to increase their emotional intelligence level through suitable training programs. Besides, organizations should also focus on shaping a knowledge-sharing culture by building systems and processes through which free exchange of tacit knowledge among employees can be promoted to enhance their innovative work behaviour. Originality/value This study contributes to the existing pool of knowledge by demonstrating the unexplored effect of emotional intelligence on innovative work behaviour via the mediating role of tacit knowledge sharing. It also advances current literature on emotional intelligence, tacit knowledge sharing and innovative work behaviour by discussing useful theoretical implications of the findings.

Cross-country findings on tacit knowledge sharing: evidence from the Brazilian and Indonesian IT workers

2019 ◽  
Vol 23 (4) ◽  
pp. 742-762 ◽  
Author(s):  
Renata Borges ◽  
Monica Bernardi ◽  
Renata Petrin
Keyword(s):  
Knowledge Sharing ◽  
Sample Size ◽  
Tacit Knowledge ◽  
Small Sample ◽  
Mediation Effect ◽  
Survey Method ◽  
Content Type ◽  
Tacit Knowledge Sharing ◽  
Cross Country ◽  
It Workers

Purpose The purpose of this paper is to compare the factors that can influence the tacit knowledge sharing (KS) in two different cultures by investigating information technology professionals (IT) in Brazil and Indonesia. Design/methodology/approach A survey method was used and a standard questionnaire was applied. The sample size comprised 115 respondents from Brazil and 86 participants from Indonesia. A partial least squares analysis was used to assess the structural and confirmatory models and test the hypotheses. Findings The results indicate that, in both cultures, IT workers who are committed to the organization are more likely to engage in tacit KS behavior. Similarly, strong social ties play an important role in the willingness to share tacit knowledge. Also, there are major differences between the organizational cultures; for instance, whereas Brazilians seem to be influenced by team-oriented cultures, Indonesians seem to be indifferent. Research limitations/implications Limitations include the small sample size as only two cultures were chosen to assess the differences and the representation of just one professional category (IT). Originality/value This paper provides theoretical contributions as the literature lacks a macro-level analysis on the KS comparison between countries. The results advance the comprehension of tacit KS phenomenon by testing in a cross-country comparison the mediation effect of organizational commitment. To practitioners, this research presents important empirical contributions indicating how organizational culture, social environment, personality traits and employee commitment impact an individual’s willingness to share tacit knowledge with their coworkers.

The influence mechanism of rewards on knowledge sharing behaviors in virtual communities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nan Wang ◽  
Jielin Yin ◽  
Zhenzhong Ma ◽  
Maolin Liao
Keyword(s):  
Intrinsic Motivation ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Self Efficacy ◽  
Virtual Communities ◽  
Explicit Knowledge ◽  
Virtual Community ◽  
Content Type ◽  
Integrated Framework ◽  
Tacit Knowledge Sharing

Purpose The purpose of this paper is to explore the effects of organizational rewards on two forms of knowledge sharing – explicit knowledge sharing and tacit knowledge sharing in virtual communities, and further to explore the mediating effect of intrinsic motivation on the effect of virtual community rewards on implicit knowledge sharing. Design/methodology/approach Based on relevant knowledge sharing theories, this study develops an integrated framework to explore virtual community rewards and tacit and explicit knowledge sharing in a virtual context. This study then collected data from 429 virtual community users in four virtual communities via an online survey. Hierarchical regression analyzes were used to test the proposed research model. Findings The results of this study show that virtual rewards have a significantly positive linear relationship with explicit knowledge sharing but have an inverse U-shape relationship with tacit knowledge sharing in virtual communities. In addition, intrinsic motivations including enjoyment and self-efficacy mediate the relationship between rewards and tacit knowledge sharing. Practical implications This study suggests more virtual community rewards may not always lead to more tacit knowledge sharing. Instead, too many rewards may weaken the motivation for tacit knowledge sharing. Knowledge management practitioners should make full use of the positive impact of self-efficacy and enjoyment to set up appropriate reward incentives to encourage knowledge-sharing, in particular, tacit knowledge sharing and to better manage virtual communities. Originality/value This study explores knowledge-sharing behavior in virtual communities, an important step toward more integrated knowledge-sharing theories. While online communities have become increasingly important for today’s knowledge economy, few studies have explored knowledge and knowledge sharing in a virtual context and this study helps to bridge the gap. In addition, this study develops an integrated framework to explore the mechanism through which virtual community rewards affect knowledge sharing with intrinsic motivation mediating this relationship in online communities, which further enriches the understanding on how to use virtual rewards to motivate knowledge sharing behaviors in the virtual context.

Drivers and challenges of tacit knowledge sharing in automotive workshop employees

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Zubair Alam ◽  
Shazia Kousar ◽  
Nyla Shafqat ◽  
Aiza Shabbir
Keyword(s):  
Tacit Knowledge ◽  
Design Methodology ◽  
Content Type ◽  
Data Coding ◽  
Sensitive Issue ◽  
Tacit Knowledge Sharing ◽  
Successful Execution ◽  
Automotive Repair ◽  
Depth Interviews ◽  
The Way

Purpose This paper aims to explore the way tacit knowledge (TK) sharing occurred among automotive workshop (AW) employees. Challenges and drivers of TK sharing (TKS), including stakes of experienced employees that hinder the smooth transfer of TK, have been explored. Design/methodology/approach In-depth interviews have been conducted with experienced technicians using open-ended questions to gain deep insights on the issue of TKS. Data coding has been done for thematic analysis to extract themes. Findings This study explains the way TK is shared and transferred among employees in the AW sector. Various drivers and challenges in the smooth transfer of TK have been found. Various stakes of employees in the sharing of TK have been explored. Originality/value To the best of authors’ knowledge, this is the first study that explored stakes of experienced employees in TKS by exploring challenges in the TKS process among employees. Automotive repair is a complicated technical job that integrates various trade persons for the successful execution of jobs for customer satisfaction. TK is a core value and a sensitive issue among employees, which makes the job of researchers challenging, resulting scarcity of literature on this vital issue.

Evolutionary game of knowledge sharing in master-apprentice pattern of innovative organization

2019 ◽  
Vol 11 (3) ◽  
pp. 436-453 ◽  
Author(s):  
Ruihua Wang
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Evolutionary Game Theory ◽  
Design Methodology ◽  
Organizational Innovation ◽  
Evolutionary Game ◽  
Research Knowledge ◽  
Content Type ◽  
Evolution Path ◽  
Practical Implications

Purpose Knowledge sharing in a master-apprentice pattern is the process of transferring tacit knowledge from masters to apprentices. In addition, 90 per cent of knowledge required for organizational innovation is tacit knowledge in the master-apprentice pattern. The purpose of this paper is to analyze the evolution of knowledge sharing in master-apprentice pattern and explore the consequences of how to improve the knowledge sharing in the master-apprentice pattern. Design/methodology/approach This paper uses asymmetric evolutionary game theory to study the evolutionary track of knowledge sharing in master-apprentice pattern of innovative organizations by analyzing the utility of masters and apprentices during the process of knowledge sharing in master-apprentice pattern of the innovative organization. Findings The results reveal that when the masters obtained utility from sharing knowledge is greater than that from hoarding knowledge, and the apprentices obtained utility from studying hard is greater than the costs, the innovative organization can get the largest utility from the knowledge sharing in the mater-apprentice pattern. Research limitations/implications The limitation of the research is that this paper mainly studies knowledge sharing among individuals and does not research knowledge sharing between individuals and organizations. Practical implications This research has extended the understanding of knowledge sharing in master-apprentice and its evolution path. Also, the obtained findings are conducive to promoting knowledge sharing in master-apprentice and improving human resource management in innovative organizations. Originality/value This paper attempts to construct the evolution path of knowledge sharing in master-apprentice pattern, which is a useful exploration of the dynamics of knowledge sharing in master-apprentice pattern and makes up for the shortcomings of the existing research.

Evaluating the role of social capital, tacit knowledge sharing, knowledge quality and reciprocity in determining innovation capability of an organization

2019 ◽  
Vol 23 (6) ◽  
pp. 1105-1135 ◽  
Author(s):  
Anirban Ganguly ◽  
Asim Talukdar ◽  
Debdeep Chatterjee
Keyword(s):  
Social Capital ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Innovation Capability ◽  
Content Type ◽  
Primary Survey ◽  
Knowledge Quality ◽  
Tacit Knowledge Sharing

Purpose Knowledge sharing has become an integral part of organizations’ business strategies, along with aiding organizations to grow and innovate in the market, and gain competitive advantage. This paper aims to concentrate on the role of tacit knowledge sharing in fostering innovation capability of an organization. Specifically, the study considers social capital (relational, cognitive and structural) as an important precursors to tacit knowledge sharing, which in turn, influences innovation capability of an organization. The study further discusses the role that knowledge reciprocation plays in successful tacit knowledge sharing. The relation between knowledge quality and innovation capability is also discussed in the paper. Design/methodology/approach The investigation started with a review of extant literature in the field of knowledge sharing and innovation to derive a set of constructs. A set of hypotheses was developed based on the identified constructs, which was subsequently validated through a primary survey based on a structured questionnaire on a sample size of 190 respondents from the Indian industrial domain. The survey responses were subsequently analysed using the statistical technique of structural equation modeling and conclusions were drawn from the findings. Additionally, careful attention was paid in eliminating the common method bias, which is often associated with a primary survey. Findings A set of six hypotheses were derived based on the identified constructs and were subsequently validated. While validating the hypotheses, it was observed that while knowledge reciprocity, relational social capital and cognitive social capital was positive associated with tacit knowledge sharing, structural social capital did not have a significant effect on the same. Additionally, it was also observed that both tacit knowledge sharing and the quality of knowledge were positively associated with innovation capability. Practical implications The present day business marked by intense competition requires firms to be more aware of their innovative capabilities. Effective sharing of knowledge or information can be deemed as a vital component in achieving this objective. Organizations that practice and nurture innovation activities can use the findings of the current study as a part of their knowledge management strategy. In addition to using the explicit knowledge, which are structured in nature, organizations can also start using tacit knowledge to harness their innovation potential – and the findings from the current study can act as a motivational tool for them to do so. Originality/value Although there is a growing body of literature concerning the role of knowledge management in innovation, there still a dearth in discussing the role of tacit knowledge sharing in exploiting the innovation capability of an organization. The main discussion of this paper brings together a set of important constructs that exhibits the significant role that tacit knowledge sharing plays in determining the innovation capability of an organization. Furthermore, it tries to marry the concepts of social capital and tacit knowledge sharing with innovation capability, therefore adding significantly to the body of literature in knowledge management as well as innovation.

How multidimensional emotional intelligence impacts intra-organizational knowledge sharing behaviours of employees?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Shehla Malik
Keyword(s):  
Emotional Intelligence ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Equation Modeling ◽  
Content Type ◽  
Emotional Appraisal ◽  
Tacit Knowledge Sharing ◽  
Regulation Of Emotion

Purpose This study aims to assess the role of various emotional intelligence dimensions in stimulating two types of employee knowledge sharing behaviour – tacit knowledge sharing behaviour and explicit knowledge sharing behaviour. Design/methodology/approach The causal relationships among the constructs were tested by applying quantitative research methods. A questionnaire-based survey was used to draw a sample from 10 information technology (IT) organizations in India. A data set of 308 usable questionnaires was analysed using structural equation modeling technique to test the hypothesized relationships among various constructs. Findings This study found that all four dimensions of emotional intelligence, namely, self-emotional appraisal, others’ emotional appraisal, use of emotion and regulation of emotion have a positive effect on tacit knowledge sharing behaviour of employees. In addition, explicit knowledge sharing behaviour was also positively influenced by others’ emotional appraisal and use of emotion. However, no significant effect was made by self-emotional appraisal and regulation of emotion on explicit knowledge sharing behaviour of employees. Originality/value Little is empirically known about the link between emotional intelligence constructs and knowledge sharing behaviours. This study brings new insights by assessing the role of different emotional intelligence dimensions on two different types of knowledge sharing behaviour. An interesting finding advances the understanding of knowledge sharing behaviours by indicating a greater variance in tacit knowledge sharing behaviour (caused by emotional constructs) as compared to explicit knowledge sharing behaviour.

Diversity climate and workplace belongingness as organizational facilitators of tacit knowledge sharing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ibeawuchi Kingsley Enwereuzor
Keyword(s):  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Ordinary Least Squares ◽  
Self Report ◽  
Diversity Climate ◽  
Least Squares Regression ◽  
Content Type ◽  
Mediating Role ◽  
Tacit Knowledge Sharing ◽  
The Relationship

Purpose The purpose of this study is to examine the relationship between diversity climate and tacit knowledge sharing and the mediating role of workplace belongingness between them. Design/methodology/approach The sample for this study consists of 495 employees (52.1% male, n = 258) drawn from varied occupational groups. Data were collected online using existing self-report measures. Hypotheses were tested with ordinary least squares regression-based path analysis. Findings This study provides evidence that diversity climate is positively related to workplace belongingness and tacit knowledge sharing. Furthermore, workplace belongingness is positively related to tacit knowledge sharing. Finally, workplace belongingness mediates the relationship between diversity climate and tacit knowledge sharing. Practical implications The findings highlight the need for organizations to promote fair human resource (HR) policies and practices by enacting and judiciously implementing policies that promote inclusiveness and fair treatment to stand a chance of benefiting from employees’ tacit knowledge sharing. Originality/value This study builds on existing research but shifts the focus to the influence of diversity climate on tacit knowledge sharing and thus sets up a precedent for subsequent research in this area. This study is, therefore, the first to attempt to link diversity climate to tacit knowledge sharing through workplace belongingness.

Knowledge sharing in the construction supply chain: collaborative innovation activities and BIM application on innovation performance

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Qiao Shi ◽  
Qiankun Wang ◽  
Zeng Guo
Keyword(s):  
Supply Chain ◽  
Knowledge Sharing ◽  
Tacit Knowledge ◽  
Explicit Knowledge ◽  
Innovation Performance ◽  
Mediating Effect ◽  
Content Type ◽  
Innovation Activities ◽  
Collaborative Innovation ◽  
Tacit Knowledge Sharing

PurposeThis paper aimed to examine the role of knowledge sharing among member enterprises between collaborative innovation activities and innovation performance and between building information modeling (BIM) application and innovation performance in the construction supply chain.Design/methodology/approachThe structural equation model was used in this study. First, the hypothesis of the relationship between collaborative innovation activities, BIM application, knowledge sharing and innovation performance in the construction supply chain was proposed based on experience; then, the research data were collected by investigation; finally, this hypothesis was tested through data analysis.Findings(1) Collaborative innovation activities in the construction supply chain had a positive impact on explicit knowledge sharing, tacit knowledge sharing and innovation performance. (2) BIM application had a positive impact on explicit knowledge sharing and innovation performance, while it had no significant impact on tacit knowledge sharing. (3) Explicit knowledge sharing had no positive effect on innovation performance, while tacit knowledge sharing had positive effect on organizational performance. (4) Tacit knowledge sharing produced partial mediating effect between collaborative innovation activities, BIM application and innovation performance, while explicit knowledge sharing produced complete mediating effect between BIM application and tacit knowledge sharing.Originality/valueA relationship model among collaborative innovation activities, BIM application, explicit and tacit knowledge sharing and innovation performance in the construction supply chain was proposed, and the rationality of the model was verified by empirical analysis. Discovering the relationships between these factors can be not only conducive to mastering the effect of explicit and tacit knowledge sharing in the collaborative innovation process of construction supply chain, but also play a guiding role for the function development of BIM.

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