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knowledge sharing centers</title> <meta name="description" content="Search results for: distance knowledge sharing centers"> <meta name="keywords" content="distance knowledge sharing centers"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research 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method="get" action="https://publications.waset.org/abstracts/search"> <div id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="distance knowledge sharing centers"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 10837</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: distance knowledge sharing centers</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10837</span> Identifying the Factors Influencing the Success of the Centers for Distance Knowledge Sharing in Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdolreza%20Noroozi%20Chakoli">Abdolreza Noroozi Chakoli</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to examine the impact of five effective factors on the success of the managers of distance knowledge sharing centers in Iran. To conduct it, 3 centers, including the National Library and Archives of Iran (NLAI), Scientific Information Database Center (SID), and Islamic World Science Citation Center (ISC), were selected to study the effect of five factors 'infrastructure of information technology', 'experienced staff', 'specialized staff', 'employee public relations' and 'the geographical location of the establishment' on the success of the centers. ANOVA test, Scheffe test, and Pearson's correlation test were used to analyze the data. The findings confirmed the effect of all 5 factors on the success of these centers. However, their effects are not the same on each factor. The results show each of these factors is not only individually but also together affect the success of centers for distance knowledge sharing. Moreover, it was demonstrated that there is a correlation between these factors. The results of this study show what factors determine the success of the centers and their efficiency in distance knowledge sharing in Iran. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distance%20knowledge%20sharing%20centers" title="distance knowledge sharing centers">distance knowledge sharing centers</a>, <a href="https://publications.waset.org/abstracts/search?q=Iran%E2%80%99s%20knowledge%20centers" title=" Iran’s knowledge centers"> Iran’s knowledge centers</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20centers" title=" knowledge sharing centers"> knowledge sharing centers</a>, <a href="https://publications.waset.org/abstracts/search?q=staff%20success" title=" staff success "> staff success </a> </p> <a href="https://publications.waset.org/abstracts/132416/identifying-the-factors-influencing-the-success-of-the-centers-for-distance-knowledge-sharing-in-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/132416.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">145</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10836</span> Knowledge Sharing and Organizational Performance: A System Dynamics Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Shachi%20Pathak">Shachi Pathak</a> </p> <p class="card-text"><strong>Abstract:</strong></p> We are living in knowledge based economy where firms can gain competitive advantage with the help of managing knowledge within the organization. The purpose the study is to develop a conceptual model to explain the relationship between factors affecting knowledge sharing, called as knowledge enablers, in an organization, knowledge sharing activities and organizational performance, using system dynamics approach. This research is important since it will provide better understandings on what are the key knowledge enablers to support knowledge sharing activities, and how knowledge sharing activities will affect the capability of an organization to enhance the performance of the organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20performance" title=" organizational performance"> organizational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=system%20dynamics" title=" system dynamics"> system dynamics</a> </p> <a href="https://publications.waset.org/abstracts/36508/knowledge-sharing-and-organizational-performance-a-system-dynamics-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/36508.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">374</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10835</span> Knowledge Sharing Practices in the Healthcare Sector: Evidences from Primary Health Care Organizations in Indonesia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Galih%20Imaduddin">Galih Imaduddin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge has been viewed as one of the most important resources in organizations, including those that operate in the healthcare sector. On that basis, Knowledge Management (KM) is crucial for healthcare organizations to improve their productivity and ensure effective utilization of their resources. Despite the growing interests to understand how KM might work for healthcare organizations, there is only a modest amount of empirical inquiries which have specifically focused on the tools and initiatives to share knowledge. Hence, the main purpose of this paper is to investigate the way healthcare organizations, particularly public sector ones, utilize knowledge sharing tools and initiatives for the benefit of patient-care. Employing a qualitative method, 13 (thirteen) Community Health Centers (CHCs) from a high-performing district health setting in Indonesia were observed. Data collection and analysis involved a repetition of document retrievals and interviews (n=41) with multidisciplinary health professionals who work in these CHCs. A single case study was cultivated reflecting on the means that were used to share knowledge, along with the factors that inhibited the exchange of knowledge among those health professionals. The study discovers that all of the thirteen CHCs exhibited and applied knowledge sharing means which included knowledge documents, virtual communication channels (i.e. emails and chatting applications), and social learning forums such as staff meetings, morning briefings, and communities of practices. However, the intensity of utilization was different among these CHCs, in which organizational culture, leadership, professional boundaries, and employees’ technological aptitude were presumed to be the factors that inhibit knowledge sharing processes. Making a distance with the KM literature of other sectors, this study denounces the primacy of technology-based tools, suggesting that socially-based initiatives could be more reliable for sharing knowledge. This suggestion is largely due to the nature of healthcare work which is still predominantly based on the tacit form of knowledge. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20tools%20and%20initiatives" title=" knowledge sharing tools and initiatives"> knowledge sharing tools and initiatives</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20inhibitors" title=" knowledge sharing inhibitors"> knowledge sharing inhibitors</a>, <a href="https://publications.waset.org/abstracts/search?q=primary%20health%20care%20organizations" title=" primary health care organizations"> primary health care organizations</a> </p> <a href="https://publications.waset.org/abstracts/94142/knowledge-sharing-practices-in-the-healthcare-sector-evidences-from-primary-health-care-organizations-in-indonesia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/94142.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">243</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10834</span> Knowledge Sharing within a Team: Exploring the Antecedents and Role of Trust</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Li%20Yan%20Hei">Li Yan Hei</a>, <a href="https://publications.waset.org/abstracts/search?q=Au%20Wing%20Tung"> Au Wing Tung</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge sharing is a process in which individuals mutually exchange existing knowledge and co-create new knowledge. Previous research has confirmed that trust is positively associated with knowledge sharing. However, only few studies systematically examined the antecedents of trust and these antecedents’ impacts on knowledge sharing. In order to explore and understand the relationships between trust and knowledge sharing in depth, this study proposed a relationship maintenance-based model to examine the antecedents of trust in knowledge sharing in project teams. Three critical elements within a project team were measured, including the environment, project team partner and interaction. It was hypothesized that the trust would lead to knowledge sharing and in turn result in perceived good team performance. With a sample of 200 Hong Kong employees, the proposed model was evaluated with structural equation modeling. Expected findings are trust will contribute to knowledge sharing, resulting in better team performance. The results will also offer insights into antecedents of trust that play a heavy role in the focal relationship. The present study contributes to a more holistic understanding of relationship between trust and knowledge sharing by linking the antecedents and outcomes. The findings will raise the awareness of project managers on ways to promote knowledge sharing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title="knowledge sharing">knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=project%20management" title=" project management"> project management</a>, <a href="https://publications.waset.org/abstracts/search?q=team" title=" team"> team</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/25010/knowledge-sharing-within-a-team-exploring-the-antecedents-and-role-of-trust" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25010.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">617</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10833</span> Organizational Climate being Knowledge Sharing Oriented: A Fuzzy-Set Analysis</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paulo%20Lopes%20Henriques">Paulo Lopes Henriques</a>, <a href="https://publications.waset.org/abstracts/search?q=Carla%20Curado"> Carla Curado</a> </p> <p class="card-text"><strong>Abstract:</strong></p> According to literature, knowledge sharing behaviors are influenced by organizational values and structures, namely organizational climate. The manuscript examines the antecedents of the knowledge sharing oriented organizational climate. According to theoretical expectations the study adopts the following explanatory conditions: knowledge sharing costs, knowledge sharing incentives, perceptions of knowledge sharing contributing to performance and tenure. The study confronts results considering two groups of firms: nondigital (firms without intranet) vs digital (firms with intranet). The paper applies fsQCA technique to analyze data by using fsQCA 2.5 software (www.fsqca.com) testing several conditional arguments to explain the outcome variable. Main results strengthen claims on the relevancy of the contribution of knowledge sharing to performance. Secondly, evidence brings tenure - an explanatory condition that is associated to organizational memory – to the spotlight. The study provides an original contribution not previously addressed in literature, since it identifies the sufficient conditions sets to knowledge sharing oriented organizational climate using fsQCA, which is, to our knowledge, a novel application of the technique. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=fsQCA" title="fsQCA">fsQCA</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20oriented%20organizational%20climate" title=" knowledge sharing oriented organizational climate"> knowledge sharing oriented organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20costs" title=" knowledge sharing costs"> knowledge sharing costs</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20incentives" title=" knowledge sharing incentives"> knowledge sharing incentives</a> </p> <a href="https://publications.waset.org/abstracts/45641/organizational-climate-being-knowledge-sharing-oriented-a-fuzzy-set-analysis" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/45641.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">328</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10832</span> Investigating the Interaction of Individuals' Knowledge Sharing Constructs</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Eugene%20Okyere-Kwakye">Eugene Okyere-Kwakye</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge sharing is a practice where individuals commonly exchange both tacit and explicit knowledge to jointly create a new knowledge. Knowledge management literature vividly express that knowledge sharing is the keystone and perhaps it is the most important aspect of knowledge management. To enhance the understanding of knowledge sharing domain, this study is aimed to investigate some factors that could influence employee’s attitude and behaviour to share their knowledge. The researchers employed the social exchange theory as a theoretical foundation for this study. Three essential factors namely: Trust, mutual reciprocity and perceived enjoyment that could influence knowledge sharing behaviour has been incorporated into a research model. To empirically validate this model, data was collected from one hundred and twenty respondents. The multiple regression analysis was employed to analyse the data. The results indicate that perceived enjoyment and trust have a significant influence on knowledge sharing. Surprisingly, mutual reciprocity did not influence knowledge sharing. The paper concludes by highlight the practical implications of the findings and areas for future research to consider. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=perceived%20enjoyment" title="perceived enjoyment">perceived enjoyment</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a> </p> <a href="https://publications.waset.org/abstracts/4311/investigating-the-interaction-of-individuals-knowledge-sharing-constructs" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/4311.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">447</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10831</span> Effect of Incentives on Knowledge Sharing and Learning: Evidence from the Indian IT Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asish%20O.%20Mathew">Asish O. Mathew</a>, <a href="https://publications.waset.org/abstracts/search?q=Lewlyn%20L.%20R.%20Rodrigues"> Lewlyn L. R. Rodrigues</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The organizations in the knowledge economy era have recognized the importance of building knowledge assets for sustainable growth and development. In comparison to other industries, Information Technology (IT) enterprises, holds an edge in developing an effective Knowledge Management (KM) program, thanks to their in-house technological abilities. This paper tries to study the various knowledge-based incentive programs and its effect on Knowledge Sharing and Learning in the context of the Indian IT sector. A conceptual model is developed linking KM incentives, knowledge sharing, and learning. A questionnaire study is conducted to collect primary data from the knowledge workers of the IT organizations located in India. The data was analysed using Structural Equation Modeling using Partial Least Square method. The results show a strong influence of knowledge management incentives on knowledge sharing and an indirect influence on learning. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management%20incentives" title=" knowledge management incentives"> knowledge management incentives</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=learning" title=" learning"> learning</a> </p> <a href="https://publications.waset.org/abstracts/25856/effect-of-incentives-on-knowledge-sharing-and-learning-evidence-from-the-indian-it-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/25856.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">476</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10830</span> Antecedents of Knowledge Sharing: Investigating the Influence of Knowledge Sharing Factors towards Postgraduate Research Supervision</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arash%20Khosravi">Arash Khosravi</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohamad%20Nazir%20Ahmad"> Mohamad Nazir Ahmad </a> </p> <p class="card-text"><strong>Abstract:</strong></p> Today’s economy is a knowledge-based economy in which knowledge is a crucial facilitator to individuals, as well as being an instigator of success. Due to the impact of globalization, universities face new challenges and opportunities. Accordingly, they ought to be more innovative and have their own competitive advantages. One of the most important goals of universities is the promotion of students as professional knowledge workers. Therefore, knowledge sharing and transferring at tertiary level between students and supervisors is vital in universities, as it decreases the budget and provides an affordable way of doing research. Knowledge-sharing impact factors can be categorized into three groups, namely: organizational, individual and technical factors. There are some individual barriers to knowledge sharing, namely: lack of time and trust, lack of communication skills and social networks. IT systems such as e-learning, blogs and portals can increase knowledge sharing capability. However, it must be stated that IT systems are only tools and not solutions. Individuals are still responsible for sharing information and knowledge. This paper proposes new research model to examine the effect of individual factors and organisational factors, namely: learning strategy, trust culture, supervisory support, as well as technological factor on knowledge sharing in a research supervision process at the University of Technology Malaysia. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=research%20supervision" title=" research supervision"> research supervision</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20transferring" title=" knowledge transferring"> knowledge transferring</a> </p> <a href="https://publications.waset.org/abstracts/7312/antecedents-of-knowledge-sharing-investigating-the-influence-of-knowledge-sharing-factors-towards-postgraduate-research-supervision" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7312.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">445</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10829</span> Knowledge and Information Sharing in the Opinion of the Polish Academic Community</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marzena%20%C5%9Awigo%C5%84">Marzena Świgoń</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to describe the perceptions of knowledge and information sharing by the Polish academic community. An electronic questionnaire was used to gather opinions of respondents. The presented results are a part of the findings of empirical studies carried out amongst academics from various types of universities and academia located throughout Poland. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=academics" title="academics">academics</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20sharing" title=" information sharing"> information sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=scholarly%20communication" title=" scholarly communication"> scholarly communication</a> </p> <a href="https://publications.waset.org/abstracts/17121/knowledge-and-information-sharing-in-the-opinion-of-the-polish-academic-community" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/17121.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">413</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10828</span> Support of Knowledge Sharing in Manufacturing Companies: A Case Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Zuzana%20Crhov%C3%A1">Zuzana Crhová</a>, <a href="https://publications.waset.org/abstracts/search?q=Karel%20Kolman"> Karel Kolman</a>, <a href="https://publications.waset.org/abstracts/search?q=Drahom%C3%ADra%20Pavelkov%C3%A1"> Drahomíra Pavelková</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge is considered as an important asset which can help organizations to create competitive advantage. The necessity of taking care of these assets is more important in these days – in days of turbulent changes in business environment. Knowledge could facilitate adaption to constant changes. The aim of this paper is to describe how the knowledge sharing can be supported in the manufacturing companies. The methods of case studies and grounded theory were used to present information gained by carrying out semi-structured interviews. Results show that knowledge sharing is supported in very similar ways in respondent companies. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=case%20study" title="case study">case study</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20resource%20management" title=" human resource management"> human resource management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a> </p> <a href="https://publications.waset.org/abstracts/19868/support-of-knowledge-sharing-in-manufacturing-companies-a-case-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/19868.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">449</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10827</span> Moderating Role of Positive External Factors in Relationship of Abusive Supervision and Knowledge Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=I.Hussain">I.Hussain</a>, <a href="https://publications.waset.org/abstracts/search?q=A.%20Gulzar"> A. Gulzar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge sharing is very important in organizations for their future progress and survival. This study investigates the impact of destructive leadership (abusive supervision) on knowledge sharing in employees. Further, the authors want to investigate a context variable (group cohesion) and explore its cross level influence on the relationship of abusive supervision and knowledge sharing. Conservation of resource theory (COR) claims loss of psychological capital (an internal positive resource) in employees due to abusive supervision and hence decrease occurs in knowledge sharing. This study tests psychological capital as mediator and group cohesion as moderator in relationship of abusive supervision and knowledge sharing. Data was collected from 239 respondents from more than 40 different organizations and 50 different groups from all over Pakistan. Results show that abusive supervision has negative effect on knowledge sharing through reduction in psychological capital of employees, and increased group cohesion in employees reduces this negative effect improving psychological capital in employees. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=abusive%20supervision" title="abusive supervision">abusive supervision</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=psychological%20capital" title=" psychological capital"> psychological capital</a>, <a href="https://publications.waset.org/abstracts/search?q=group%20cohesion" title=" group cohesion"> group cohesion</a>, <a href="https://publications.waset.org/abstracts/search?q=conservation%20of%20resources" title=" conservation of resources"> conservation of resources</a> </p> <a href="https://publications.waset.org/abstracts/79425/moderating-role-of-positive-external-factors-in-relationship-of-abusive-supervision-and-knowledge-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79425.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">216</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10826</span> The Impact of Motivation, Trust, and National Cultural Differences on Knowledge Sharing within the Context of Electronic Mail</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Said%20Abdullah%20Al%20Saifi">Said Abdullah Al Saifi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The goal of this research is to examine the impact of trust, motivation, and national culture on knowledge sharing within the context of electronic mail. This study is quantitative and survey based. In order to conduct the research, 200 students from a leading university in New Zealand were chosen randomly to participate in a questionnaire survey. Motivation and trust were found to be significantly and positively related to knowledge sharing. The research findings illustrated that face saving, face gaining, and individualism positively moderates the relationship between motivation and knowledge sharing. In addition, collectivism culture negatively moderates the relationship between motivation and knowledge sharing. Moreover, the research findings reveal that face saving, individualism, and collectivism culture positively moderate the relationship between trust and knowledge sharing. In addition, face gaining culture negatively moderates the relationship between trust and knowledge sharing. This study sets out several implications for researchers and practitioners. The study produces an integrative model that shows how attributes of national culture impact knowledge sharing through the use of emails. A better understanding of the relationship between knowledge sharing and trust, motivation, and national culture differences will increase individuals’ ability to make wise choices when sharing knowledge with those from different cultures. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title="knowledge sharing">knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=national%20culture" title=" national culture"> national culture</a>, <a href="https://publications.waset.org/abstracts/search?q=trust" title=" trust"> trust</a> </p> <a href="https://publications.waset.org/abstracts/53023/the-impact-of-motivation-trust-and-national-cultural-differences-on-knowledge-sharing-within-the-context-of-electronic-mail" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/53023.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">348</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10825</span> People Management, Knowledge Sharing and Intermediary Variables</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nizar%20Mansour">Nizar Mansour</a>, <a href="https://publications.waset.org/abstracts/search?q=Chiha%20Gaha"> Chiha Gaha</a>, <a href="https://publications.waset.org/abstracts/search?q=Emna%20Gara"> Emna Gara</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The present research investigates the relationship among HRM practices, knowledge sharing behavior and a certain number of intermediary variables in the context of Tunisian knowledge-intensive firms. Results suggest that five HR practices influence either directly or indirectly the knowledge sharing behavior through enhancing the value of human capital and fostering a learning-oriented organizational climate. Results have strong theoretical implications for both the fields of knowledge management and strategic human resource management. Managerial implications are also derived. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=human%20capital" title="human capital">human capital</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20intensive%20firms" title=" knowledge intensive firms"> knowledge intensive firms</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20climate" title=" organizational climate"> organizational climate</a>, <a href="https://publications.waset.org/abstracts/search?q=Tunisia" title=" Tunisia"> Tunisia</a> </p> <a href="https://publications.waset.org/abstracts/41002/people-management-knowledge-sharing-and-intermediary-variables" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41002.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">332</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10824</span> Effective Leadership Styles Influence on Knowledge Sharing Behaviour among Employees of SME's in Nigeria</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Christianah%20Oyelekan%20Oyewole">Christianah Oyelekan Oyewole</a>, <a href="https://publications.waset.org/abstracts/search?q=Adeniyi%20Temitope%20Adetunji"> Adeniyi Temitope Adetunji</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Earlier researchers acknowledge the significance of knowledge sharing among employees in improving their responsiveness when dealing with unpredicted situations. Effective leadership styles have been known to impact employee knowledge-sharing behavior within an organisation positively. The role of influential leaders in knowledge sharing is accomplished through enhanced social networks and technology. However, preliminary research pointed to a lack of clear conclusions from recently published studies on the impact of effective leadership styles on knowledge-sharing behaviour among employees. The present study addressed this problem through a structured literature review. The review demonstrated that knowledge managers incorporate incentives and reward systems with their leadership styles to influence knowledge-sharing behaviour among employees positively. There was ample evidence that rational, innovative, stable and participatory organisational cultures combined with supportive and command leadership enhance employee intention for knowledge sharing in the organisation. The analysis revealed that transformational, transactional, and mentor leadership styles enhance employees’ knowledge-sharing behavior. Overall, it was resolved that the relationship between knowledge-sharing behavior among employees and leadership styles is mediated by the ability of the organisation to prioritize employee development. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=leadership%20styles" title="leadership styles">leadership styles</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=transactional%20leadership" title=" transactional leadership"> transactional leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title=" transformational leadership"> transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=mentor%20leadership" title=" mentor leadership"> mentor leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20performance" title=" team performance"> team performance</a>, <a href="https://publications.waset.org/abstracts/search?q=team%20productivity" title=" team productivity"> team productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=motivation" title=" motivation"> motivation</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20creativity" title=" and creativity"> and creativity</a> </p> <a href="https://publications.waset.org/abstracts/163856/effective-leadership-styles-influence-on-knowledge-sharing-behaviour-among-employees-of-smes-in-nigeria" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/163856.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">81</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10823</span> The Effectiveness of Exchange of Tacit and Explicit Knowledge Using Digital and Face to Face Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Delio%20I.%20Castaneda">Delio I. Castaneda</a>, <a href="https://publications.waset.org/abstracts/search?q=Paul%20Toulson"> Paul Toulson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this study was to investigate the knowledge sharing effectiveness of two types of knowledge, tacit and explicit, depending on two channels: face to face or digital. Participants were 217 knowledge workers in New Zealand and researchers who attended a knowledge management conference in the United Kingdom. In the study, it was found that digital tools are effective to share explicit knowledge. In addition, digital tools that facilitated dialogue were effective to share tacit knowledge. It was also found that face to face communication was an effective way to share tacit and explicit knowledge. Results of this study contribute to clarify in what cases digital tools are effective to share tacit knowledge. Additionally, even though explicit knowledge can be easily shared using digital tools, this type of knowledge is also possible to be shared through dialogue. Result of this study may support practitioners to redesign programs and activities based on knowledge sharing to make strategies more effective. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=digital%20knowledge" title="digital knowledge">digital knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=explicit%20knowledge" title=" explicit knowledge"> explicit knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=tacit%20knowledge" title=" tacit knowledge"> tacit knowledge</a> </p> <a href="https://publications.waset.org/abstracts/80879/the-effectiveness-of-exchange-of-tacit-and-explicit-knowledge-using-digital-and-face-to-face-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/80879.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">255</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10822</span> Analyzing the Critical Factors Influencing Employees' Tacit and Explicit Knowledge Sharing Intentions for Sustainable Competitive Advantage: A Systematic Review and a Conceptual Framework</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Made%20Ayu%20Aristyana%20Dewi">Made Ayu Aristyana Dewi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Due to the importance of knowledge in today’s competitive world, an understanding of how to enhance employee knowledge sharing has become critical. This study discerning employees’ knowledge sharing intentions according to the type of knowledge to be shared, whether tacit or explicit. This study provides a critical and systematic review of the current literature on knowledge sharing, with a particular focus on the most critical factors influencing employees’ tacit and explicit knowledge sharing intentions. The extant literature was identified through four electronic databases, from 2006 to 2016. The findings of this review reveal that most of the previous studies only focus on individual and social factors as the antecedents of knowledge sharing intention. Therefore, those previous studies did not consider some other potential factors, like organizational and technological factors that may hinder the progress of knowledge sharing processes. Based on the findings of the critical review, a conceptual framework is proposed, which presents the antecedents of employees’ tacit and explicit knowledge sharing intentions and its impact on innovation and sustainable competitive advantage. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=antecedents" title="antecedents">antecedents</a>, <a href="https://publications.waset.org/abstracts/search?q=explicit%20knowledge" title=" explicit knowledge"> explicit knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20factors" title=" individual factors"> individual factors</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=intentions" title=" intentions"> intentions</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20factors" title=" organizational factors"> organizational factors</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20factors" title=" social factors"> social factors</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competitive%20advantage" title=" sustainable competitive advantage"> sustainable competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=tacit%20knowledge" title=" tacit knowledge"> tacit knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=technological%20factors" title=" technological factors"> technological factors</a> </p> <a href="https://publications.waset.org/abstracts/64702/analyzing-the-critical-factors-influencing-employees-tacit-and-explicit-knowledge-sharing-intentions-for-sustainable-competitive-advantage-a-systematic-review-and-a-conceptual-framework" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/64702.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">319</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10821</span> Strengthening Farmer-to-farmer Knowledge Sharing Network: A Pathway to Improved Extension Service Delivery</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farouk%20Shehu%20Abdulwahab">Farouk Shehu Abdulwahab</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The concept of farmer-farmer knowledge sharing was introduced to bridge the extension worker-farmer ratio gap in developing countries. However, the idea was poorly accepted, especially in typical agrarian communities. Therefore, the study explores the concept of a farmer-to-farmer knowledge-sharing network to enhance extension service delivery. The study collected data from 80 farmers randomly selected through a series of multiple stages. The Data was analysed using a 5-point Likert scale and descriptive statistics. The Likert scale results revealed that 62.5% of the farmers are satisfied with farmer-to-farmer knowledge-sharing networks. Moreover, descriptive statistics show that lack of capacity building and low level of education are the most significant problems affecting farmer-farmer sharing networks. The major implication of these findings is that the concept of farmer-farmer knowledge-sharing networks can work better for farmers in developing countries as it was perceived by them as a reliable alternative for information sharing. Therefore, the study recommends introducing incentives into the concept of farmer-farmer knowledge-sharing networks and enhancing the capabilities of farmers who are opinion leaders in the farmer-farmer concept of knowledge-sharing to make it more sustainable. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=agricultural%20productivity" title="agricultural productivity">agricultural productivity</a>, <a href="https://publications.waset.org/abstracts/search?q=extension" title=" extension"> extension</a>, <a href="https://publications.waset.org/abstracts/search?q=farmer-to-farmer" title=" farmer-to-farmer"> farmer-to-farmer</a>, <a href="https://publications.waset.org/abstracts/search?q=livelihood" title=" livelihood"> livelihood</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20transfer" title=" technology transfer"> technology transfer</a> </p> <a href="https://publications.waset.org/abstracts/180898/strengthening-farmer-to-farmer-knowledge-sharing-network-a-pathway-to-improved-extension-service-delivery" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/180898.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">64</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10820</span> Sharing Tacit Knowledge: The Essence of Knowledge Management</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ayesha%20Khatun">Ayesha Khatun</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In 21st century where markets are unstable, technologies rapidly proliferate, competitors multiply, products and services become obsolete almost overnight and customers demand low cost high value product, leveraging and harnessing knowledge is not just a potential source of competitive advantage rather a necessity in technology based and information intensive industries. Knowledge management focuses on leveraging the available knowledge and sharing the same among the individuals in the organization so that the employees can make best use of it towards achieving the organizational goals. Knowledge is not a discrete object. It is embedded in people and so difficult to transfer outside the immediate context that it becomes a major competitive advantage. However, internal transfer of knowledge among the employees is essential to maximize the use of knowledge available in the organization in an unstructured manner. But as knowledge is the source of competitive advantage for the organization it is also the source of competitive advantage for the individuals. People think that knowledge is power and sharing the same may lead to lose the competitive position. Moreover, the very nature of tacit knowledge poses many difficulties in sharing the same. But sharing tacit knowledge is the vital part of knowledge management process because it is the tacit knowledge which is inimitable. Knowledge management has been made synonymous with the use of software and technology leading to the management of explicit knowledge only ignoring personal interaction and forming of informal networks which are considered as the most successful means of sharing tacit knowledge. Factors responsible for effective sharing of tacit knowledge are grouped into –individual, organizational and technological factors. Different factors under each category have been identified. Creating a positive organizational culture, encouraging personal interaction, practicing reward system are some of the strategies that can help to overcome many of the barriers to effective sharing of tacit knowledge. Methodology applied here is completely secondary. Extensive review of relevant literature has been undertaken for the purpose. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge" title="knowledge">knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=tacit%20knowledge" title=" tacit knowledge"> tacit knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20competitive%20advantage" title=" sustainable competitive advantage"> sustainable competitive advantage</a>, <a href="https://publications.waset.org/abstracts/search?q=organization" title=" organization"> organization</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a> </p> <a href="https://publications.waset.org/abstracts/78685/sharing-tacit-knowledge-the-essence-of-knowledge-management" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/78685.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">398</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10819</span> The Relationship between Social Capital and Knowledge Sharing in the Ministry of Culture and Islamic Guidance(Iran)</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Narges%20Sadat%20Myrmousavy">Narges Sadat Myrmousavy</a>, <a href="https://publications.waset.org/abstracts/search?q=Maryam%20Eslampanah"> Maryam Eslampanah </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this study was to investigate the relationship between social capital and knowledge sharing is the Ministry of Culture and Islamic Guidance. They are descriptive correlation study. The study sample consisted of all the experts in the Ministry of Culture and Islamic Guidance helping professionals headquarters in Tehran in the summer period is 2012, the number is 650. Random sampling is targeted. The sample size is 400. The data collection tool was a questionnaire that was used for the preparation of a standard questionnaire. They also examine the assumptions of the regression coefficient for the relationship between variables in order to investigate the main hypothesis test is used. The findings suggest that the structural and knowledge-sharing between components, there is a direct relationship. The components of the relationship between Impression management and knowledge sharing, there is a direct relationship. There was no significant relationship between Individual pro-social motives and knowledge sharing. Both components of the cognitive aspects of open mindedness and competence are directly related with knowledge sharing. Finally, the comparison between the different dimensions of social capital, the largest of its structure, and its relationship with knowledge sharing is the least relation. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20capital" title="social capital">social capital</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=ministry%20of%20culture%20and%20Islamic%20guidance%20%28Iran%29" title=" ministry of culture and Islamic guidance (Iran)"> ministry of culture and Islamic guidance (Iran)</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20mindedness" title=" open mindedness"> open mindedness</a>, <a href="https://publications.waset.org/abstracts/search?q=pro-social%20motives" title=" pro-social motives"> pro-social motives</a> </p> <a href="https://publications.waset.org/abstracts/1584/the-relationship-between-social-capital-and-knowledge-sharing-in-the-ministry-of-culture-and-islamic-guidanceiran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1584.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">503</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10818</span> The Role of Knowledge Sharing in Market Response: The Case of Saman Bank of Iran</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fatemeh%20Torabi">Fatemeh Torabi</a>, <a href="https://publications.waset.org/abstracts/search?q=Jamal%20El-Den"> Jamal El-Den</a>, <a href="https://publications.waset.org/abstracts/search?q=Narumon%20Sriratanviriyakul"> Narumon Sriratanviriyakul</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Perpetual changes in the workplace and daily business activities bring a need for imbedding organizational knowledge sharing within the organizations’ culture, routines and processes. Organizations should adapt to the changing in the environment in order to survive. Accordingly, the management should promote a knowledge sharing culture which might result in knowledge accumulation, hence better response to these changing environmental conditions. Researchers in the field of strategy and marketing stressed that employees’, as well as the overall performance of the organization, would improve as a result of implementing a knowledge-oriented culture. The research investigated the significant impact of knowledge sharing on market response and the competitiveness of organizations. A knowledge sharing framework was developed based on current literary frameworks with additional constructs such as employees’ learning commitments, experiences and prior knowledge. Linear regression was used to analyze the relationships among dependent and independent variables. The research’s results indicated strong positive correlation between the dependent and independent variables, especially in organizational market sharing. We anticipate that this correlation would improve organizational knowledge sharing related practices and the associated knowledge entities. The research posits the introduced framework could be a solid ground for further investigations on how some organizational factors would influence the organization’s response to the market as well as on competitiveness. Final results support all hypotheses. Finding of this research show that knowledge sharing intention had the significant and positive effect on market response and competitiveness of organizations. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title="knowledge management">knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20response" title=" market response"> market response</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20competitiveness" title=" organizational competitiveness"> organizational competitiveness</a> </p> <a href="https://publications.waset.org/abstracts/81943/the-role-of-knowledge-sharing-in-market-response-the-case-of-saman-bank-of-iran" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/81943.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">206</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10817</span> Top Management Support as an Enabling Factor for Academic Innovation through Knowledge Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sawsan%20J.%20Al-husseini">Sawsan J. Al-husseini</a>, <a href="https://publications.waset.org/abstracts/search?q=Talib%20A.%20Dosa"> Talib A. Dosa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Educational institutions are today facing increasing pressures due to economic, political and social upheaval. This is only exacerbated by the nature of education as an intangible good which relies upon the intellectual assets of the organisation, its staff. Top management support has been acknowledged as having a positive general influence on knowledge management and creativity. However, there is a lack of models linking top management support, knowledge sharing, and innovation within higher education institutions, in general within developing countries, and particularly in Iraq. This research sought to investigate the impact of top management support on innovation through the mediating role of knowledge sharing in Iraqi private HEIs. A quantitative approach was taken and 262 valid responses were collected to test the causal relationships between top management support, knowledge sharing, and innovation. Employing structural equation modelling with AMOS v.25, the research demonstrated that knowledge sharing plays a pivotal role in the relationship between top management support and innovation. The research has produced some guidelines for researchers as well as leaders, and provided evidence to support the use of knowledge sharing to increase innovation within the higher education environment in developing countries, particularly Iraq. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=top%20management%20support" title="top management support">top management support</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a> </p> <a href="https://publications.waset.org/abstracts/68185/top-management-support-as-an-enabling-factor-for-academic-innovation-through-knowledge-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/68185.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">325</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10816</span> An Exploration of Organisational Elements on Social Media Platforms Based Knowledge Sharing: The Case of Higher Education Institutions in Malaysia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Nor%20Erlissa%20Abd%20Aziz">Nor Erlissa Abd Aziz</a>, <a href="https://publications.waset.org/abstracts/search?q=R.%20M.%20U.%20S.%20Udagedara"> R. M. U. S. Udagedara</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20Sharifi"> S. Sharifi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Managing and sharing knowledge has been a broadly satisfactory strategy to most of the organisations. Harnessing the power of knowledge supported the organisations to gain a competitive advantage over their competitors. Along with the invention of social media, knowledge sharing process has been more efficient and comfortable. Numerous researches have been conducted to investigate the effect of social media platforms for public and academic use. Furthermore, knowledge sharing, in general, have been subject to considerable n research, but research on sharing knowledge in Higher Education Institutions (HEIs) is rare. Also, it is noted that still there is a gap related to the organisational elements that contribute to the successful knowledge sharing through social media platforms. Thus, this research aims to investigate organisational elements that influence the social media platform based knowledge sharing within the context of Malaysian Higher Education Institutions (HEIs). The research used qualitative research methods to get an in-depth understanding of the subject matter. The conclusions of this study are based on interpreting the results of semi-structured interviews with academic staff from various Malaysian HEIs from the public and private sectors. Documents review will supplement the data from the interviews, and this ensures triangulation of the responses and thus increase the validity of the research. This research contributes to the literature by investigating an in-depth understanding the role of organisational elements about the social media platform based knowledge sharing in nourishing knowledge and spreading it to become better HEIs in utilising their knowledge. The proposed framework which identifies the organisational elements influences of social media platform based knowledge sharing will present as the main contribution of this research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title="knowledge sharing">knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20media" title=" social media"> social media</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20and%20knowledge%20management" title=" knowledge and knowledge management"> knowledge and knowledge management</a> </p> <a href="https://publications.waset.org/abstracts/79875/an-exploration-of-organisational-elements-on-social-media-platforms-based-knowledge-sharing-the-case-of-higher-education-institutions-in-malaysia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79875.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">205</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10815</span> Effect of Social Network Ties on Virtual Organization Success: Mediate Role of Knowledge Sharing Behaviors: An Empirical Study in Tourism Sector Firms in Jordan </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Raed%20Hanandeh">Raed Hanandeh</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This empirical study examines how knowledge sharing behaviors mediate the effect Technology-driven strategy on virtual organization success in Jordanian tourism sector firms. The results reveal that Social network ties are positively related to web knowledge seeking, web knowledge contributing and interactive system, but negatively related to accidental knowledge leakage. Furthermore, all types of knowledge sharing behavior are positively related to virtual organization success. Data collected from 23 firms. The total number of questionnaires mailed, 250 questionnaires were delivered. 214 were considered valid out of 241 Responses were received. The findings provide evidence that knowledge sharing behavior play a mediating role between Social network ties and virtual organization success and show that, web knowledge seeking, web knowledge contributing and interactive system playing an important impact on virtual organization success through knowledge sharing behaviors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20network%20ties" title="social network ties">social network ties</a>, <a href="https://publications.waset.org/abstracts/search?q=virtual%20organization%20success" title=" virtual organization success"> virtual organization success</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20behaviors" title=" knowledge sharing behaviors"> knowledge sharing behaviors</a>, <a href="https://publications.waset.org/abstracts/search?q=web%20knowledge" title=" web knowledge"> web knowledge</a> </p> <a href="https://publications.waset.org/abstracts/59541/effect-of-social-network-ties-on-virtual-organization-success-mediate-role-of-knowledge-sharing-behaviors-an-empirical-study-in-tourism-sector-firms-in-jordan" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/59541.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">273</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10814</span> Unheard Voices: Workplace Ostracism, Personality Traits, and Knowledge Sharing Behaviour Among Women Professors</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Naziya%20Haseena">Naziya Haseena</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Professors play an indispensable role in education settings, sharing their knowledge and providing guidance and practical insights to the students. This study will investigate the relationship between personality traits, workplace ostracism, and knowledge-sharing behaviour among women professors. The sample of this quantitative study will consist of 200 professors from the Chennai district. It will use a convenient sampling technique to collect data using the workplace ostracism scale developed by Ferris et al. (2008), the big five personality inventory (BFI 44) developed by John (1999), and an adapted version of knowledge-sharing behavior developed by Lin (2007). The findings will provide insights and help to build the gender gap in academia to conduct personality development programs and academic collaboration among professors. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=workplace%20ostracism" title="workplace ostracism">workplace ostracism</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing%20behaviour" title=" knowledge sharing behaviour"> knowledge sharing behaviour</a>, <a href="https://publications.waset.org/abstracts/search?q=academia" title=" academia"> academia</a>, <a href="https://publications.waset.org/abstracts/search?q=personality%20traits" title=" personality traits"> personality traits</a> </p> <a href="https://publications.waset.org/abstracts/191995/unheard-voices-workplace-ostracism-personality-traits-and-knowledge-sharing-behaviour-among-women-professors" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/191995.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">22</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10813</span> The Effects of Transformational Leadership on Process Innovation through Knowledge Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Sawsan%20J.%20Al-Husseini">Sawsan J. Al-Husseini</a>, <a href="https://publications.waset.org/abstracts/search?q=Talib%20A.%20Dosa"> Talib A. Dosa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Transformational leadership has been identified as the most important factor affecting innovation and knowledge sharing; it leads to increased goal-directed behavior exhibited by followers and thus to enhanced performance and innovation for the organization. However, there is a lack of models linking transformational leadership, knowledge sharing, and process innovation within higher education (HE) institutions in general within developing countries, particularly in Iraq. This research aims to examine the mediating role of knowledge sharing in the transformational leadership and process innovation relationship. A quantitative approach was taken and 254 usable questionnaires were collected from public HE institutions in Iraq. Structural equation modelling with AMOS 22 was used to analyze the causal relationships among factors. The research found that knowledge sharing plays a pivotal role in the relationship between transformational leadership and process innovation, and that transformational leadership would be ideal in an educational context, promoting knowledge sharing activities and influencing process innovation in the public HE in Iraq. The research has developed some guidelines for researchers as well as leaders and provided evidence to support the use of TL to increase process innovation within HE environment in developing countries, particularly in Iraq. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=transformational%20leadership" title="transformational leadership">transformational leadership</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20innovation" title=" process innovation"> process innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20equation%20modelling" title=" structural equation modelling"> structural equation modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=developing%20countries" title=" developing countries"> developing countries</a> </p> <a href="https://publications.waset.org/abstracts/42777/the-effects-of-transformational-leadership-on-process-innovation-through-knowledge-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/42777.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">335</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10812</span> A Conceptual Framework of the Individual and Organizational Antecedents to Knowledge Sharing</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Muhammad%20Abdul%20Basit%20Memon">Muhammad Abdul Basit Memon</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The importance of organizational knowledge sharing and knowledge management has been documented in numerous research studies in available literature, since knowledge sharing has been recognized as a founding pillar for superior organizational performance and a source of gaining competitive advantage. Built on this, most of the successful organizations perceive knowledge management and knowledge sharing as a concern of high strategic importance and spend huge amounts on the effective management and sharing of organizational knowledge. However, despite some very serious endeavors, many firms fail to capitalize on the benefits of knowledge sharing because of being unaware of the individual characteristics, interpersonal, organizational and contextual factors that influence knowledge sharing; simply the antecedent to knowledge sharing. The extant literature on antecedents to knowledge sharing, offers a range of antecedents mentioned in a number of research articles and research studies. Some of the previous studies about antecedents to knowledge sharing, studied antecedents to knowledge sharing regarding inter-organizational knowledge transfer; others focused on inter and intra organizational knowledge sharing and still others investigated organizational factors. Some of the organizational antecedents to KS can relate to the characteristics and underlying aspects of knowledge being shared e.g., specificity and complexity of the underlying knowledge to be transferred; others relate to specific organizational characteristics e.g., age and size of the organization, decentralization and absorptive capacity of the firm and still others relate to the social relations and networks of organizations such as social ties, trusting relationships, and value systems. In the same way some researchers have highlighted on only one aspect like organizational commitment, transformational leadership, knowledge-centred culture, learning and performance orientation and social network-based relationships in the organizations. A bulk of the existing research articles on antecedents to knowledge sharing has mainly discussed organizational or environmental factors affecting knowledge sharing. However, the focus, later on, shifted towards the analysis of individuals or personal determinants as antecedents for the individual’s engagement in knowledge sharing activities, like personality traits, attitude and self efficacy etc. For example, employees’ goal orientations (i.e. learning orientation or performance orientation is an important individual antecedent of knowledge sharing behaviour. While being consistent with the existing literature therefore, the antecedents to knowledge sharing can be classified as being individual and organizational. This paper is an endeavor to discuss a conceptual framework of the individual and organizational antecedents to knowledge sharing in the light of the available literature and empirical evidence. This model not only can help in getting familiarity and comprehension on the subject matter by presenting a holistic view of the antecedents to knowledge sharing as discussed in the literature, but can also help the business managers and especially human resource managers to find insights about the salient features of organizational knowledge sharing. Moreover, this paper can help provide a ground for research students and academicians to conduct both qualitative as well and quantitative research and design an instrument for conducting survey on the topic of individual and organizational antecedents to knowledge sharing. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=antecedents%20to%20knowledge%20sharing" title="antecedents to knowledge sharing">antecedents to knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20management" title=" knowledge management"> knowledge management</a>, <a href="https://publications.waset.org/abstracts/search?q=individual%20and%20organizational" title=" individual and organizational"> individual and organizational</a>, <a href="https://publications.waset.org/abstracts/search?q=organizational%20knowledge%20sharing" title=" organizational knowledge sharing"> organizational knowledge sharing</a> </p> <a href="https://publications.waset.org/abstracts/47122/a-conceptual-framework-of-the-individual-and-organizational-antecedents-to-knowledge-sharing" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/47122.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">324</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10811</span> The Role of Quality Management Tools and Knowledge Sharing in Improving the Level of Academic Staff: An Empirical Investigation of the Jordanian Universities</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Tasneem%20Alfalah">Tasneem Alfalah</a>, <a href="https://publications.waset.org/abstracts/search?q=Salsabeel%20Alfalah"> Salsabeel Alfalah</a>, <a href="https://publications.waset.org/abstracts/search?q=Jannat%20Alfalah"> Jannat Alfalah</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The quality of higher education as a service is fundamental to a country’s development because universities prepare the professionals who will work as managers in companies and manage public and private resources and care for the health and education of new generations. Knowledge sharing involves the interaction of all activities between individuals. Thus, the higher education institutions are aiming to improve and assist their academics in generating new ideas by encouraging them to work as a team, to simplify the exchange of the new knowledge and to further improve the learning process and achieving institutional aims. Moreover, the sources of competitive advantage in universities derive from intellectual capital and innovations in which innovation comes through knowledge sharing. Using quality tools is to define the exact requirements needed to create the concept of knowledge sharing and what are the barriers to achieve this in universities. The purpose of this research is critically evaluating the role of using quality tools to facilitate the concept of knowledge sharing and improve the academic staff level in the Jordanian universities. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=higher%20education" title="higher education">higher education</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title=" knowledge sharing"> knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=management%20tools" title=" management tools"> management tools</a> </p> <a href="https://publications.waset.org/abstracts/23308/the-role-of-quality-management-tools-and-knowledge-sharing-in-improving-the-level-of-academic-staff-an-empirical-investigation-of-the-jordanian-universities" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23308.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">463</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10810</span> Trust: The Enabler of Knowledge-Sharing Culture in an Informal Setting</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Emmanuel%20Ukpe">Emmanuel Ukpe</a>, <a href="https://publications.waset.org/abstracts/search?q=S.%20M.%20F.%20D.%20Syed%20Mustapha"> S. M. F. D. Syed Mustapha</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Trust in an organization has been perceived as one of the key factors behind knowledge sharing, mainly in an unstructured work environment. In an informal working environment, to instill trust among individuals is a challenge and even more in the virtual environment. The study has contributed in developing the framework for building trust in an unstructured organization in performing knowledge sharing in a virtual environment. The artifact called KAPE (Knowledge Acquisition, Processing, and Exchange) was developed for knowledge sharing for the informal organization where the framework was incorporated. It applies to Cassava farmers to facilitate knowledge sharing using web-based platform. A survey was conducted; data were collected from 382 farmers from 21 farm communities. Multiple regression technique, Cronbach’s Alpha reliability test; Tukey’s Honestly significant difference (HSD) analysis; one way Analysis of Variance (ANOVA), and all trust acceptable measures (TAM) were used to test the hypothesis and to determine noteworthy relationships. The results show a significant difference when there is a trust in knowledge sharing between farmers, the ones who have high in trust acceptable factors found in the model (M = 3.66 SD = .93) and the ones who have low on trust acceptable factors (M = 2.08 SD = .28), (t (48) = 5.69, p = .00). Furthermore, when applying Cognitive Expectancy Theory, the farmers with cognitive-consonance show higher level of trust and satisfaction with knowledge and information from KAPE, as compared with a low level of cognitive-dissonance. These results imply that the adopted trust model KAPE positively improved knowledge sharing activities in an informal environment amongst rural farmers. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=trust" title="trust">trust</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge" title=" knowledge"> knowledge</a>, <a href="https://publications.waset.org/abstracts/search?q=sharing" title=" sharing"> sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20acquisition" title=" knowledge acquisition"> knowledge acquisition</a>, <a href="https://publications.waset.org/abstracts/search?q=processing%20and%20exchange" title=" processing and exchange"> processing and exchange</a>, <a href="https://publications.waset.org/abstracts/search?q=KAPE" title=" KAPE "> KAPE </a> </p> <a href="https://publications.waset.org/abstracts/122068/trust-the-enabler-of-knowledge-sharing-culture-in-an-informal-setting" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/122068.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">120</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10809</span> Understanding Knowledge Sharing and Its Effect on Creative Performance from a Dyadic Relationship Perspective</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Fan%20Wei">Fan Wei</a>, <a href="https://publications.waset.org/abstracts/search?q=Tang%20Yipeng"> Tang Yipeng</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Knowledge sharing is of great value to organizational performance and innovation ability. However, the mainstream research has focused largely on the impact of knowledge sharing at the team level on individuals and teams. There is a lack of empirical studies on how employees interact in the exchange of knowledge and its effect on employees’ own creative performance. Based on communication accommodation theory and social exchange theory, this article explores the construction of an employee knowledge interaction mechanism under the moderating of social status and introduces the leader's creativity expectation as a moderating variable to explore its cross-level moderating effect on employee knowledge sharing and their own creative performance. An empirical test was conducted on 36 teaching and research teams in the two primary schools, and the results showed that: (1) Explicit/tacit knowledge of employees is positively correlated with acquisition of explicit/tacit knowledge; (2) Colleagues’ evaluations of employees’ social status play a moderating role between the employees’ explicit/tacit knowledge and the acquisition of explicit/tacit knowledge. (3) The leadership creativity expectation positively regulates the relationship between the employees' explicit knowledge acquisition and creative performance. This research helps to open the "black box" of the interpersonal interaction mechanism of knowledge sharing and also provides an important theoretical basis and practical guidance for organizational managers to effectively stimulate employee knowledge sharing and creative performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=knowledge%20sharing" title="knowledge sharing">knowledge sharing</a>, <a href="https://publications.waset.org/abstracts/search?q=knowledge%20interaction" title=" knowledge interaction"> knowledge interaction</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20status" title=" social status"> social status</a>, <a href="https://publications.waset.org/abstracts/search?q=leadership%20creativity%20expectations" title=" leadership creativity expectations"> leadership creativity expectations</a>, <a href="https://publications.waset.org/abstracts/search?q=creative%20performance" title=" creative performance"> creative performance</a> </p> <a href="https://publications.waset.org/abstracts/147763/understanding-knowledge-sharing-and-its-effect-on-creative-performance-from-a-dyadic-relationship-perspective" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/147763.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">121</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">10808</span> Social Networking Application: What Is Their Quality and How Can They Be Adopted in Open Distance Learning Environments?</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Asteria%20Nsamba">Asteria Nsamba</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Social networking applications and tools have become compelling platforms for generating and sharing knowledge across the world. Social networking applications and tools refer to a variety of social media platforms which include Facebook, Twitter WhatsApp, blogs and Wikis. The most popular of these platforms are Facebook, with 2.41 billion active users on a monthly basis, followed by WhatsApp with 1.6 billion users and Twitter with 330 million users. These communication platforms have not only impacted social lives but have also impacted students’ learning, across different delivery modes in higher education: distance, conventional and blended learning modes. With this amount of interest in these platforms, knowledge sharing has gained importance within the context in which it is required. In open distance learning (ODL) contexts, social networking platforms can offer students and teachers the platform on which to create and share knowledge, and form learning collaborations. Thus, they can serve as support mechanisms to increase interactions and reduce isolation and loneliness inherent in ODL. Despite this potential and opportunity, research indicates that many ODL teachers are not inclined to using social media tools in learning. Although it is unclear why these tools are uncommon in these environments, concerns raised in the literature have indicated that many teachers have not mastered the art of teaching with technology. Using technological, pedagogical content knowledge (TPCK) and product quality theory, and Bloom’s Taxonomy as lenses, this paper is aimed at; firstly, assessing the quality of three social media applications: Facebook, Twitter and WhatsApp, in order to determine the extent to which they are suitable platforms for teaching and learning, in terms of content generation, information sharing and learning collaborations. Secondly, the paper demonstrates the application of teaching, learning and assessment using Bloom’s Taxonomy. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=distance%20education" title="distance education">distance education</a>, <a href="https://publications.waset.org/abstracts/search?q=quality" title=" quality"> quality</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20networking%20tools" title=" social networking tools"> social networking tools</a>, <a href="https://publications.waset.org/abstracts/search?q=TPACK" title=" TPACK"> TPACK</a> </p> <a href="https://publications.waset.org/abstracts/120283/social-networking-application-what-is-their-quality-and-how-can-they-be-adopted-in-open-distance-learning-environments" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120283.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info 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