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Culture and trust in fostering knowledge-sharing
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In this competitive age, knowledge is continuously being identified by both scholars and practitioners as the most competitive asset. Numerous organisations in today's knowledge-intensive economy are keen not only to determine knowledge-sharing but to also introduce strategies to adopt as well as implement knowledge management (KM) so that knowledge coming from workers are transformed into organisational knowledge. In spite of this, businesses find it a challenge to leverage knowledge due to their workers' intentional and unintentional practice of knowledge hoarding. For that reason, the purpose of this paper is to further understand and explore the coexistence of two influential elements in knowledge sharing, namely, 'culture' and 'trust' in inculcating a culture that shares. A review of literature managed to highlight and examined the need for organisations to extend a deeper understanding of the interactions between these two elements, which are often regarded as crucial factors that supports the tradition to share knowledge (both tacit and explicit) originating from organisations' valuable assets-workers. The paper discusses and reveals 'sociability' and 'solidarity' with the different essentials of culture as well as elaborating on 'benevolence trust' and 'competence trust' that facilitate sharing. At the same time, this paper had further investigated the main preconditions to foster knowledge-sharing in a culture of organisations, which identifies the levels of trust and solidarity in explaining the four types of cultures i.e. networked, communal, fragmented, and mercenary.
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... Although knowledge sharing behavior is important, many individuals are still hesitant to do so, especially in a competitive environment where 'knowledge is power' (Ling, 2011). Faraj (2005) states that individuals are intrinsically motivated to share knowledge if they believe that what they do can help others solve problems. ...
... This self-image is defined as an individual's perception that sharing knowledge with others will lead to an increase in social status and higher recognition in organizations. Even a study conducted by Swift, Balkin & Matusik (2010) states that individuals are willing to do knowledge sharing just to enhance the reputation and expect reciprocal behavior such as increasing productivity, assisting in completing their work more effectively, helping to maintain their work, facilitating development their personal and career development (Ling, 2011). Reciprocal behavior is recognized as an important motivation in facilitating knowledge sharing (Hew & Hara, 2007;Kumar & Rose, 2012). ...
... Islamic excellence achievement spirit is proven to be able to overcome doubts of employees in conducting knowledge sharing. This study breaks the conclusion of a study conducted by Ling (2011) that individuals are reluctant to share knowledge in a competitive atmosphere when knowledge is power. This study is also not in line with the statement by Faraj (2005) that one of the reasons that allow someone to share their knowledge is due to self-imaging purposes, to enhance reputation, to expect reciprocal behavior (Swift, Balkin, & Matusik, 2010) and facilitate personal development and career development (Ling, 2011). ...
Knowledge sharing is still becoming a concern for many researchers because of the various positive impacts encountered. However, many individuals are still hesitant to do so, especially in a competitive environment where 'knowledge is power'. Knowledge sharing is often conducted only for the purpose of self-imaging and mutual benefits. Various studies that try to explore the antecedent variable of knowledge sharing behavior rarely use an Islamic motivational perspective. Hence, this article offers a new concept of Islamic excellence achievement spirit which is expected to be a cornerstone to improve knowledge sharing behavior. This new concept is the result of synthesis from the need for achievement theory, social capital theory, and Islamic values. The 291 sharia insurance employees in Indonesia were used as respondents of this study. Respondents obtained by using snowball sampling combined with purposive sampling. Regression analysis is used to test the empirical research model. The results show that Islamic excellence achievement spirit is proven to be able to increase knowledge sharing behavior that has an impact on increasing adaptive selling capability.
... Moreover, trust can be conceptualized across three dimensions according to (Mayer, Davis, & Schoorman ,1995) which are integrity based trust that includes honesty and reliability, benevolence based trust that means another party will not harm others even when he is given the opportunity to do so, and competence based trust that means another party is knowledgeable or possesses a certain level of competence. In addition, trust was found as a social factor affecting knowledge sharing according to the results of previous researches conducted by (Nanoka, 1994;Sharatt & Usoro, 2003;Tiwana & Bush, 2005;Kim & Lee, 2006;Ling, 2011;Yiu & Law, 2012;Obrenovic & Qin, 2014;Mohammadi, 2014). ...
... In this study, there are 10 hypotheses to test according to Figure ( Obrenovic and Qin 2014) agree with the results of this study so, if the CEOs and directors of these tourism companies support and develop it, the result will be an active participation from the employees in knowledge sharing. Moreover, the enabling social factors that influence the adoption of knowledge sharing that were determined by previous researches of (Hedlund and Nonaka, 1993;Nonaka, 1994;Mayer, Davis, and Schoorman, 1995;Mishra, 1996;Hall, 2001;Bock et al., 2005;Tiwana and Bush, 2005;Kim and Lee, 2006;Tan, Lim and Ng, 2009;Ling 2011;Carneiro, 2010;Goffee and Jones, 2009;Yiu and Law, 2012;Obrenovic and Qin, 2014) agree with the findings of this study. Furthermore, the organizational factors influencing knowledge sharing adoption that has been identified by previous researches of (Eisenberger, et al.,1997;O'Dell and Grayson, 1998;Govindarajan, 2000;Gupta and McDermott and O'Dell, 2001;Goh ,2002;Sharratt and Usoro, 2003;Kim and Lee, 2006;Lin, 2007;Cheng, et al.,2009;Cheng, HO, and Lau, 2009;Goffee and Jones, 2009;Lim and Ng, 2009;Carneiro, 2010;Tan, Ling, 2011;Obrenovic and Qin, 2014) agree with the results of this study. ...
... In addition, previous researches results of (Hedlund and Nonaka, 1993;Nonaka, 1994;Hall, 2001;Mishra, 1996 ;Mayer, Davis, and Schoorman, 1995;Bock et al.,2005;Tiwana and Bush, 2005;Kim and Lee, 2006;Tan, Lim, and Ng, 2009;Goffee and Jones, 2009;Carneiro, 2010;Ling, 2011;Yiu and Law, 2012;Obrenovic and Qin, 2014) agree with this study results which found that the perceived Knowledge sharing social factors has a positive effect on knowledge sharing adoption. ...
... Unfortunately, and for cultural, technical and management reasons, this information is never captured and maintained, and hence the opportunity of creating value and knowledge is lost. Furthermore, lots of effort are wasted in gathering and aggregating such information every time the management to either measure the progress and achievements of the university, or even when faculty members would like to apply for their promotion need it (Anirban, 2014;Ling, 2011). To be more specific, the current challenges are summarized as follows: ...
... For KM as a competitive asset, Ling (2011) believes that "Numerous organizations in today's knowledge-intensive economy are keen not only to determine knowledge-sharing but to also introduce strategies to adopt as well as implement knowledge management (KM) so that knowledge coming from workers are transformed into organisational knowledge". His paper studied the KM to further understand and explore the co-existence of two influential elements in knowledge sharing, namely, 'culture' and 'trust' in inculcating a culture that shares. ...
The university’s main objectives go around excellence in teaching, research activities and both university and community services. These pillars are supported by a number of important resources and functional systems such as complex student’s life-cycle management system that must be considered in any strategy development process. This paper discusses the role of the big data in the smart university campus architecture and strategies development process, and how it could be utilized in various stages of strategy
development. Additionally, it highlights the university’s ICT architecture, the foundation of the knowledge management system that has been implemented, to help the university harness knowledge out of the big data that is generated by various parties and scattered systems around the university. Furthermore, the chapter highlights some of the successes on how, with help of a BI tool, the university was able to make critical and quick decisions by tapping into the big data of more than 35 years of student records; one of the pillars of the smart university strategy.
... In this context, benevolence based trust is identified as the extent to which a trustee believed that he or she will not harm another party even when given the opportunity to do so. For instance, if a trustee (worker) needs information from a trustor (co-worker) then trustee will seek help to obtain this information, but in doing so the worker must be able to trust that the co-worker will not do harm by giving the wrong information even if the co-worker has the opportunity to do so (Ling, 2011) considering that, the action of the employees in supporting their co-workers is based on their willingness to do so . While affect-based trust involves the emotional links between individuals who express care and concern about others. ...
... In the Malaysian context, Osmani et al. (2014) and Ling (2011) proposed a conceptual framework that includes motivational factors to influence knowledge sharing behavior through trust as a moderator in IT organizations' members in Malaysia. With this, Osmani et al. (2014) insisted that the vital role of trust between individuals remains the ability to facilitate knowledge transfer and sharing. ...
Purpose: This paper examines the relationship between top management support and knowledge transfer and sharing in Multimedia Super Corridor MSC status organizations, using trust as a mediator. A theoretical model was tested through a survey carried out by 132 middle managers in MSC status organizations in Malaysia. Methodology: Partial Least Squares Structural Equation Modelling (PLS-SEM) was employed for data analysis. Results: The obtained results show that the top management support will facilitate knowledge transfer and sharing. Implications: The empirical evidence confirmed that the direct and indirect relationships between top management support, trust and knowledge transfer, and sharing were found to be fully supported, including the relationship between trust and knowledge transfer and sharing. Finally, trust fully mediates the relationship between top management support and knowledge transfer and sharing.
... specifically the knowledge and experience of the individual (Savage 1996;Davenport & Prusak, 1998;Bertels & Savage, 2000). Trust becomes a key enabler of KT between the knowledge participants, trustor and trustee (Tan, 2011) or provider and receiver. Buckman (1999) states that a receiver must have trust in the accuracy of the knowledge captured from the provider, and the provider, in turn, must have trust in the way the recipient is utilising that knowledge. ...
... Over time though, NU MX's comment revealed a need for the company's senior management to actively work on the creation of a culture of sharing and trust. Trust is core to company culture and a crucial enabler of intra-firm KT (Tan, 2011). To achieve optimal KM and build the foundation of KT, Calabrese (2000Calabrese ( , 2006 and Heisig (2009) proposed holistic frameworks combining -besides other aspects -organisational structure and culture. ...
New and agile Knowledge Transfer process (AFRD - Aggregating, Featuring, Reviewing, Doing), developed within participative action research (PAR) cycles.
... Ling, C. T. N. (2011). [78] 3. ...
Purpose: This review paper's objective is to look into how workplace culture affects the results of employee mental health and well-being. The review will cover the body of research on the subject and offer a thorough grasp of the elements that influence both healthy and unhealthy workplace cultures. Methodology: The systematic search and selection of pertinent studies on workplace culture and employee mental health and well-being will be the emphasis of this review study. Several peer-reviewed academic research examine and take into account the study's theoretical foundations. The majority of the information used in this article is taken from secondary sources. Journal articles and academic research publications provide secondary data. Findings: The findings demonstrate that organisational culture has a major impact on the mental health and wellbeing of employees. Through developing supportive leadership, social support, suitable job expectations, work-life balance, and effective regulations, healthy workplace cultures that promote employee mental health and well-being can be improved. The outcomes of employee mental health and well-being, however, can be negatively impacted by unfavourable workplace cultures, which are defined by unsupportive leadership, a lack of social support, excessive job demands, a lack of work-life balance, and insufficient policies. The study also discusses opportunities for future research, such as the need to look into the potential effects of workplace culture on certain mental diseases and the moderating effects of individual traits. Originality/Value: By offering an exhaustive synthesis of the body of research on the subject, this review paper makes a significant contribution to the body of knowledge on workplace culture and employee mental wellbeing and well-being. The study report will also offer useful recommendations for businesses, decision-makers, and practitioners on how to foster supportive work environments and enhance employee mental health and wellbeing. Overall, this review paper significantly contributes to our understanding of how workplace culture affects outcomes related to employee mental health and well-being. Paper Type: Literature Review
... In this aggressive age, learning is ceaselessly being distinguished by both researchers and experts as the most focused resource. Ling (2011) talks about and uncovers "friendliness" and "solidarity" with the distinctive essentials of culture and additionally explaining on 'kindness trust' and 'fitness believe' that encourage sharing. In the meantime, this researcher had to encourage exploring the primary pre-conditions to cultivate learning by partaking in a culture of associations, which recognizes the levels of trust and solidarity in clarifying the four sorts of societies i.e. organized, shared, divided, and soldier of fortune. ...
The purpose of this paper is to examine the impact of Benevolence, Integrity, and Ability on trust in supervisors in Karachi, Pakistan. To perform this research, a quantitative study was conducted and a structured questionnaire was designed and distributed among the 300 employees in the manufacturing industry. The findings of this research are to discover the relationship between benevolence, integrity, and the ability to trust a supervisor. This is academic research and is conducted in Karachi, Pakistan. This research is done to find out the trustworthiness attribute that is most important and effective to predict employee trust in the supervisor. Supervisors should have trustworthiness attributes such as benevolence, integrity, and the ability to gain employees’ trust and decrease the anxiety and avoidance of employees at work.
Knowledge can play an important role in ascertaining an organization's competitive edge if the knowledge of employees is nurtured and utilized as an asset with a potential to improve service delivery. The study focused on knowledge sharing at the Thomas Mofolo Library in Lesotho to determine if knowledge sharing was being used to improve service delivery at the library. A case study design that triangulated interviews and questionnaires was used in this study. Quantitative data was processed using software packages. Data from the interviews was analyzed through content analysis based on the objectives of the study. This study established that staff recognized the need to share knowledge. However, knowledge sharing occurred on an ad hoc basis. There was a limited use of technology-based and human-based mechanisms of sharing knowledge. The study suggests practical knowledge-sharing practices that may contribute to improved service delivery in a library setup. As a case study, the study may also contribute to the development of theory about the phenomenon.
تعتبر مؤسسات التعليم العالي من أهم المؤسسات التي تهتم بتنمية الموارد البشرية، وتعزيز القدرات والمهارات لدى طلابها وأعضاء هيئات التدريس؛ مما يجعل تبنيها لإدارة المعرفة ضرورة عصرية لإزالة القيود، والمساعدة في التطوير والتغيير لمواكبة مستجدات عصرها، وانطلاقًا من أن إدارة المعرفة تركز على العقل الذي يضمن إنتاج المعرفة، وتوزيعها، وتحويل المعلومات إلى معرفة يتشارك فيها الجميع، ويؤدي إلى تنمية الابتكار والإبداع، لذا أصبحت من المبادرات الهامة في مؤسسات التعليم العالي، ومؤشرًا دالًا على كفاءة المؤسسات من خلال توليد المعرفة، وتخزينها، وتداولها، والتي تؤدي في النهاية إلى تطوير الأداء، وتحسين العمليات والمخرجات.
The article theoretically substantiates the importance of the category “management culture” as part of the organizational culture in the formation and implementation of the organizations strategy and separately considers some of its elements. The paper presents the categories and subcategories of management culture: strategy, organizational structure, regulation, technology, information systems, control, incentives. The study analyses the importance of the strategy as one of the elements of the management culture and the ratio of goals. The paper evaluates the factors that determine the success of planning and implementing the strategy. The article pays special attention to the discussion of information technologies as one of the elements of management culture, intensity and options for the development and implementation of modern technologies in business process management. When discussing processes as one of the elements of the management culture, the author emphasizes the complexity of managing processes and the importance of their consistency for achieving the goals of the organization. The study concludes, that the main role of management is to achieve the goals of the company using a certain number of employees, management methods and controls, which are regulated by the management culture, which is an integral part of the organizational culture of the company.
Negative attitudes toward foreign-accented speech have led to discrimination against second-language users in Canada. This article reviews aspects of the Canadian human rights process as they pertain to language and accent, and identifies three types of accent discrimination arising in human rights cases: discrimination in employment due to inappropriate concern with accent, discrimination due to accent stereotyping, and harassment based on accent. It is argued that ESL teachers can work to stop this kind of discrimination by developing an understanding of the role of accent in communication and by promoting informed attitudes toward second-language users' speech, in both the classroom and the community.
This article presents empirical research studying factors affecting knowledge transfer in information technology (IT) projects. The factors evaluated in this research include information technology, systems and procedures, and culture. The various dimensions of IT project success include project performance, project outcome, system implementation, benefits for the client organization, and benefits for the stakeholders. A survey conducted in Norway collected data on knowledge transfer and project success. Research results show that total project success relates to the extent of culture for effective knowledge transfer.
Information and communication technology (ICT) can enhance knowledge sharing by lowering temporal and spatial barriers between knowledge workers, and improving access to information about knowledge. Looking at ICT for knowledge sharing in this light, however, has limited value, because it ignores when and how the quality of knowledge sharing will be enhanced. A more encompassing perspective will come about if ICT is studied with relation to the motivation for knowledge sharing. The article explores this perspective by developing a theoretical model identifying and linking the variables involved. By presenting the outcomes of an empirical investigation, it also illustrates the differential effects of ICT on the motivation for knowledge sharing in different settings. Copyright © 1999 John Wiley & Sons, Ltd and Cornwallis Emmanuel Ltd.
By fully exploiting the data and information at their disposal, E&P companies can increase efficiency, improve financial performance, maximize asset value and strengthen competitive position in a dynamic marketplace. Success depends on transforming data and information into verified, instantly accessible knowledge as a basis for real-time decision-making. This can be achieved only by creating a corporate culture structured around knowledge capture and sharing.
