dissertation on knowledge sharing

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Knowledge Sharing Among Student Affairs Professionals at a Small Faith-Based Higher Education Institution

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This qualitative study explored student affairs knowledge-sharing influences through Clark and Estes’s (2008) knowledge, motivation, and organizational (KMO) influence framework. The study was conducted at a 4-year higher education institution involving a diverse group of participants. Data were collected through semi-structured interviews to identify whether the KMO influences were validated, not validated, or partially validated. Findings revealed needs in KMO influences. Following the results, I provide an implementation and evaluation plan. The recommendations are designed to increase knowledge-sharing practices among student affairs professionals at higher education institutions. Knowledge sharing is a critical organizational component in various industries. Specifically, knowledge sharing among student affairs is essential to provide and improve student services, processes, emergency response, and enhance student experiences. Therefore, organizational leaders must create knowledge-sharing cultures to accomplish organizational goals.

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Please note you do not have access to teaching notes, knowledge sharing in higher education institutions: a systematic review.

Journal of Enterprise Information Management

ISSN : 1741-0398

Article publication date: 5 March 2018

The purpose of this paper is to help in providing a better understanding on knowledge sharing amongst academics in higher education institutions (HEIs). The aim of this study is realized by profiling existing literature to understand the determinants of knowledge sharing, research trends, theories, and future research opportunities.

Design/methodology/approach

After carefully examining the extant literature and by utilizing relevant academic-based research databases, a total of 73 papers published in peer-reviewed journals over the last decade were reviewed and analyzed using well-established systematic literature review methodology.

The adopted systematic review revealed that there are limited contributions in understanding knowledge sharing in HEIs when compared with other sectors. The review provides a number of avenues for future research including technological, cultural, organizational, and behavioral aspects at different levels.

Practical implications

This study helps in offering a focal point to senior management in HEIs for realizing the requirements for developing appropriate strategies and programs to promote knowledge sharing among academics and consequently enhance their institutions’ performance.

Originality/value

This study utilized Jesson et al. (2011) in presenting a comprehensive systematic review of knowledge sharing specifically in the context of HEIs. This paper offers some theoretical and practical insights on what contributes toward understating the determinates affecting knowledge sharing practices among academics.

• Knowledge management
• Knowledge sharing
• Higher learning institutions

Al-Kurdi, O. , El-Haddadeh, R. and Eldabi, T. (2018), "Knowledge sharing in higher education institutions: a systematic review", Journal of Enterprise Information Management , Vol. 31 No. 2, pp. 226-246. https://doi.org/10.1108/JEIM-09-2017-0129

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Digital Commons @ USF > Office of Graduate Studies > USF Graduate Theses and Dissertations > USF Tampa Theses and Dissertations > 7540

USF Tampa Graduate Theses and Dissertations

Knowledge sharing behavior: clarifying its measurement and antecedents.

Tiffany T. Lee , University of South Florida Follow

Graduation Year

Document type.

Dissertation

Degree Name

Doctor of Philosophy (Ph.D.)

Degree Granting Department

Major professor.

Michael Coovert, Ph.D.

Committee Member

Walter Borman, Ph.D.

Paul Spector, Ph.D.

Judith Bryant, Ph.D.

Chad Dubé, Ph.D.

goal orientation, knowledge asking, intrinsic rewards, extrinsic rewards, knowledge giving, organizational learning culture, financial rewards

There is increasing recognition that informal learning is a crucial component of organizational functioning and a necessary complement to the formal training that employees receive. As jobs evolve and demand more complex skills, workers must use informal learning to adapt to ever-changing work requirements. Informal learning is often dependent on voluntary knowledge sharing behavior, as evident among members of mastermind groups or communities of practice. In order to assist organizations, researchers must seek to understand the factors that motivate employees to engage in knowledge sharing behavior.

Empirical research on knowledge sharing is nascent. There exists only a handful of quantitative studies examining organizational factors (e.g., rewards) and individual factors (e.g., learning goal orientation and personality) as they relate to knowledge sharing attitudes, intentions, and behaviors. This body of work is also muddied by inconsistent operationalizations of constructs and a lack of an organizing framework. For instance, rewards have been popularly discussed and implemented as tools for incentivizing employees to perform. However, research has produced mixed findings regarding its effects on knowledge sharing behavior in organizations. There has also been a variety of different rewards examined without clear consistency in the results.

The present study addressed several research needs of this area. First, two separate samples were used to assess the psychometric properties (i.e., reliability and factor structure) of new measurement instruments developed for rewards, knowledge sharing behavior, and organizational learning culture. Item content validation was performed with 14 subject matter experts. Scale dimensionality was established using exploratory factor analysis with data from a sample of 230 university students and confirmatory factor analysis with data from a second sample of 569 participants. Hypothesized relationships among dimensions of constructs as well as moderators were examined using regression analyses. Results did not support the popularly conjectured intrinsic versus extrinsic distinction between rewards. Results showed that rewards predicted knowledge asking but did not predict knowledge giving behavior. Non-financial rewards were found to vary in motivational value for knowledge giving depending on an individual’s career stage. Three dimensions of goal orientation exhibited differential relationships with knowledge sharing behavior. Finally, this study demonstrated that the negative relationship between performance avoid orientation and knowledge giving was attenuated in a strong organizational learning culture, providing empirical support for the situational strength theory.

The findings from this work can inform organizational decision makers of how to harness the motivational value of rewards by understanding the career concerns of employees. This work also contributes by identifying person and situation factors that interact to facilitate a crucial kind of informal learning activity, knowledge sharing behavior in organizations.

Scholar Commons Citation

Lee, Tiffany T., "Knowledge Sharing Behavior: Clarifying Its Measurement and Antecedents" (2018). USF Tampa Graduate Theses and Dissertations. https://digitalcommons.usf.edu/etd/7540

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Propensity for knowledge sharing: An organizational justice perspective.

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Converting individual knowledge into organizational knowledge can be difficult because individuals refuse to share knowledge for a number of different reasons. Creating an atmosphere of fairness plays an important role in the creation of a knowledge-sharing climate. This dissertation proposes that perceptions of organizational justice are crucial building blocks of that environment, leading to knowledge sharing. Data was collected using a field survey of IT managers representing a broad spectrum of the population in terms of organizational size and industry classification. The survey instrument was developed based on the adaptation of previously validated scales in addition to new items where … continued below

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Ibragimova, Bashorat August 2006.

This dissertation is part of the collection entitled: UNT Theses and Dissertations and was provided by the UNT Libraries to the UNT Digital Library , a digital repository hosted by the UNT Libraries . It has been viewed 711 times. More information about this dissertation can be viewed below.

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• Ibragimova, Bashorat
• Ryan, Sherry Committee Co-Chair
• Windsor, John C. Committee Co-Chair

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• Koh, Chang E.
• Prybutok, Victor R.
• Yeatts, Dale E.
• University of North Texas Place of Publication: Denton, Texas

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• Name: Doctor of Philosophy
• Level: Doctoral
• Discipline: Business Computer Information Systems
• Department: Department of Information Technology and Decision Sciences
• Grantor: University of North Texas

Converting individual knowledge into organizational knowledge can be difficult because individuals refuse to share knowledge for a number of different reasons. Creating an atmosphere of fairness plays an important role in the creation of a knowledge-sharing climate. This dissertation proposes that perceptions of organizational justice are crucial building blocks of that environment, leading to knowledge sharing. Data was collected using a field survey of IT managers representing a broad spectrum of the population in terms of organizational size and industry classification. The survey instrument was developed based on the adaptation of previously validated scales in addition to new items where no existing measures were found. Hypotheses regarding the influence of distributional, procedural, and interactional justice on knowledge sharing processes were tested using structural equation modeling techniques. Based on the theory of reasoned action, which states that attitudes and subjective norms are the major determinants of a person's intention, the hypotheses examining the relationship between attitude toward knowledge sharing, subjective norm and the intention to share knowledge were supported. However, results did not support the hypothesis exploring the relationship between the organizational climate and the intention to share knowledge. The results show that all three types of justice constructs are statistically significant antecedents of organizational climate and interactional justice is an antecedent of an attitude toward knowledge sharing. The study attempts to merge streams of research from sociology and organizational behavior by investigating organizational justice and knowledge management. It contributes to theory by the development of the survey instrument, comprised of seven constructs that were developed by incorporating multiple theories to address various aspects of knowledge sharing and provide application to practice and research. It is relevant to IT managers who need to know how to design information systems that are most effective in distributing knowledge throughout organizations.

• knowledge sharing
• organizational factors
• organizational justice

Library of Congress Subject Headings

• Knowledge management.
• Organizational justice.
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More From Forbes

3 reasons knowledge-sharing is vital for strong collaborations.

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In order for reliable, effective collaboration to take place, work to create a culture in which ... [+] knowledge is shared freely between all involved parties.

Strong, strategic collaborations don’t happen by accident. They require that both parties involved develop a shared vision and goals with a foundation of trust and strong communication. Collaborations are more likely to succeed when both sides are willing to self-advocate , while also being attentive to the needs of their partner.

But if you truly want your collaborative efforts to achieve (or even exceed) your intended goals, you and your partner must be willing to share knowledge with each other.

1. Knowledge-Sharing Establishes Transparency

Trust in strategic collaborations is heavily dependent on transparency. Sharing information builds trust because both sides are supplying the information the other party needs to perform their own work effectively.

In science, knowledge-sharing and transparency are especially important during research — notably, in circumstances where two sides have opposing views. As detailed by the American Psychological Association, “Adversarial collaboration […] is when scientists with opposing theoretical views conduct experiments jointly. This forces transparency in methods and rigor from the beginning of a study and can avoid years of back-and-forth and criticism between teams working separately.”

Interestingly, an early example of this style of research led the adversarial collaborators to conclude that “both sides were a little bit right.” Such outcomes would not have been possible, however, in an environment where the researchers did not share their methods and findings with each other. As this demonstrates, transparency in knowledge-sharing can even build trust between sides with conflicting ideas.

Best High-Yield Savings Accounts Of 2024

Best 5% interest savings accounts of 2024, 2. knowledge-sharing prevents miscommunication.

In strategic partnerships, one of the most important reasons to share knowledge is to prevent mistakes and miscommunications that might otherwise occur. When one (or both) sides don’t have sufficient information, they are far more likely to make mistakes that create setbacks for the project.

As Eric Weschke , founder of Advanced Folio Capital Management, explained to me during a recent conversation, “We can see how a lack of knowledge-sharing causes mistakes in the world of personal finance. Our education system often fails to teach individuals about essential things like taxes, interest rates, inflation or basic investing. This results in missed opportunities like not understanding how resources like 529 plans or Roth IRAs work, as well as more serious mistakes in regards to investing or managing taxes.”

Continued Weschke, “In business collaborations, one side’s tendency to hoard knowledge, rather than share it, can lead to similar missed opportunities for their partner. In the end, this hurts both sides, as the partner doesn’t have the resources or information they need to maximize their potential.”

As Weschke’s example reveals, mistakes stemming from a lack of knowledge-sharing don’t even have to look like mistakes. Quite often, the setbacks come in the form of missed opportunities for innovation or strategy adjustments that might have been identified if partners had received sufficient information from their collaborators.

Of course, not sharing information can lead to costly miscommunications and other issues that are obvious mistakes or setbacks. In particularly severe instances, such mistakes could erode the positive, collaborative nature of the partnership.

3. Knowledge-Sharing Enhances Productivity

Knowledge-sharing isn’t just about avoiding negative outcomes — it’s about creating additional opportunities for positive results. When relevant knowledge is shared in an open and transparent manner, it can greatly enhance the partnership’s overall productivity and innovation. Good information streamlines decision making and can help partners identify crucial insights that impact how they approach their work.

The power of knowledge-sharing on internal teams is well documented. For example, a report from the U.S. Army Training and Doctrine Command highlights how international law firm Cooley uses a mentoring system that pairs new hires with more seasoned professionals so that knowledge-sharing can take place. This helps new hires learn the ins and outs of their roles and responsibilities much faster, and is cited as a key reason for the company’s 95% retention rate.

In this example, knowledge-sharing enhances productivity by getting new hires up to speed in a more efficient manner. This allows new hires to become more productive much sooner. In a partnership, effective sharing of information — particularly at the beginning of the partnership — can have a similar effect, allowing partners to hit the ground running.

Of course, continued knowledge-sharing over the course of the partnership is critical for maintaining that high productivity. Sharing the information that partners need, when they need it, helps both sides maintain a desired level of output and potentially enhance their capabilities.

Sharing Is Power

In a TED Talk , General Stanley McChrystal, former commander of U.S. and international forces in Afghanistan, said, “Information is only of value if you give it to people who have the ability to do something with it. The fact that I know something has zero value if I'm not the person who can actually make something better because of it…instead of knowledge is power...sharing is power.”

In a military setting, sharing knowledge can be the difference between life or death. While your strategic collaborations may not have such high stakes, there is no denying the importance of sharing your knowledge with your collaborators.

By creating a culture of knowledge-sharing within your collaborations, you and your partners will be better equipped to work together in an effective manner that helps you accomplish your goals.

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A conceptual model of knowledge sharing

• International Journal of Innovation Science 10(2)

• Sohar University

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