Abstract
Organizational knowledge sharing, argued to be able to improve organizational performance and achieve competitive advantage, is often not induced successfully. How organizations should encourage and facilitate knowledge sharing to improve organizational performance is still an important research question. This study proposes and examines a model of organizational knowledge sharing that improves organizational performance. Organizational knowledge sharing practices are argued to be able to encourage and facilitate knowledge sharing, and are hypothesized to have a positive relationship with organizational human capital (employee competencies), which is hypothesized to have a positive relationship with organizational performance. Two organizational antecedents (innovation strategy and top management knowledge values) are hypothesized to lead to the implementation of organizational knowledge sharing practices. The hypotheses were examined with data collected from 256 companies in Taiwan. All the hypotheses are supported. This study has both theoretical and practical implications.
| Original language | English |
|---|---|
| Pages (from-to) | 1316-1326 |
| Number of pages | 11 |
| Journal | Expert Systems with Applications |
| Volume | 35 |
| Issue number | 3 |
| DOIs | |
| Publication status | Published - 2008 Oct 1 |
Fingerprint
All Science Journal Classification (ASJC) codes
- Engineering(all)
- Computer Science Applications
- Artificial Intelligence
Cite this
}
Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital : A preliminary test. / Hsu, I-Chieh.
In: Expert Systems with Applications, Vol. 35, No. 3, 01.10.2008, p. 1316-1326.Research output: Contribution to journal › Article
TY - JOUR
T1 - Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital
T2 - A preliminary test
AU - Hsu, I-Chieh
PY - 2008/10/1
Y1 - 2008/10/1
N2 - Organizational knowledge sharing, argued to be able to improve organizational performance and achieve competitive advantage, is often not induced successfully. How organizations should encourage and facilitate knowledge sharing to improve organizational performance is still an important research question. This study proposes and examines a model of organizational knowledge sharing that improves organizational performance. Organizational knowledge sharing practices are argued to be able to encourage and facilitate knowledge sharing, and are hypothesized to have a positive relationship with organizational human capital (employee competencies), which is hypothesized to have a positive relationship with organizational performance. Two organizational antecedents (innovation strategy and top management knowledge values) are hypothesized to lead to the implementation of organizational knowledge sharing practices. The hypotheses were examined with data collected from 256 companies in Taiwan. All the hypotheses are supported. This study has both theoretical and practical implications.
AB - Organizational knowledge sharing, argued to be able to improve organizational performance and achieve competitive advantage, is often not induced successfully. How organizations should encourage and facilitate knowledge sharing to improve organizational performance is still an important research question. This study proposes and examines a model of organizational knowledge sharing that improves organizational performance. Organizational knowledge sharing practices are argued to be able to encourage and facilitate knowledge sharing, and are hypothesized to have a positive relationship with organizational human capital (employee competencies), which is hypothesized to have a positive relationship with organizational performance. Two organizational antecedents (innovation strategy and top management knowledge values) are hypothesized to lead to the implementation of organizational knowledge sharing practices. The hypotheses were examined with data collected from 256 companies in Taiwan. All the hypotheses are supported. This study has both theoretical and practical implications.
UR - http://www.scopus.com/inward/record.url?scp=44949124531&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=44949124531&partnerID=8YFLogxK
U2 - 10.1016/j.eswa.2007.08.012
DO - 10.1016/j.eswa.2007.08.012
M3 - Article
AN - SCOPUS:44949124531
VL - 35
SP - 1316
EP - 1326
JO - Expert Systems with Applications
JF - Expert Systems with Applications
SN - 0957-4174
IS - 3
ER -