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Knowledge sharing and firm innovation capability: an empirical study

Knowledge sharing and firm innovation capability: an empirical study Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self‐efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/approach – Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling (SEM) to investigate the research model. Findings – The results show that two individual factors (enjoyment in helping others and knowledge self‐efficacy) and one of the organizational factors (top management support) significantly influence knowledge‐sharing processes. The results also indicate that employee willingness to both donate and collect knowledge enable the firm to improve innovation capability. Research limitations/implications – Future research can examine how personal traits (such as age, level of education, and working experiences) and organizational characteristics (such as firm size and industry type) may moderate the relationships between knowledge enablers and processes. Practical implications – From a practical perspective, the relationships among knowledge‐sharing enablers, processes, and firm innovation capability may provide a clue regarding how firms can promote knowledge‐sharing culture to sustain their innovation performance. Originality/value – The findings of this study provide a theoretical basis, and simultaneously can be used to analyze relationships among knowledge‐sharing factors, including enablers, processes, and firm innovation capability. From a managerial perspective, this study identified several factors essential to successful knowledge sharing, and discussed the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

Knowledge sharing and firm innovation capability: an empirical study

International Journal of Manpower , Volume 28 (3/4): 18 – Jun 19, 2007

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References (55)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
0143-7720
DOI
10.1108/01437720710755272
Publisher site
See Article on Publisher Site

Abstract

Purpose – The study sets out to examine the influence of individual factors (enjoyment in helping others and knowledge self‐efficacy), organizational factors (top management support and organizational rewards) and technology factors (information and communication technology use) on knowledge sharing processes and whether more leads to superior firm innovation capability. Design/methodology/approach – Based on a survey of 172 employees from 50 large organizations in Taiwan, this study applies the structural equation modeling (SEM) to investigate the research model. Findings – The results show that two individual factors (enjoyment in helping others and knowledge self‐efficacy) and one of the organizational factors (top management support) significantly influence knowledge‐sharing processes. The results also indicate that employee willingness to both donate and collect knowledge enable the firm to improve innovation capability. Research limitations/implications – Future research can examine how personal traits (such as age, level of education, and working experiences) and organizational characteristics (such as firm size and industry type) may moderate the relationships between knowledge enablers and processes. Practical implications – From a practical perspective, the relationships among knowledge‐sharing enablers, processes, and firm innovation capability may provide a clue regarding how firms can promote knowledge‐sharing culture to sustain their innovation performance. Originality/value – The findings of this study provide a theoretical basis, and simultaneously can be used to analyze relationships among knowledge‐sharing factors, including enablers, processes, and firm innovation capability. From a managerial perspective, this study identified several factors essential to successful knowledge sharing, and discussed the implications of these factors for developing organizational strategies that encourage and foster knowledge sharing.

Journal

International Journal of ManpowerEmerald Publishing

Published: Jun 19, 2007

Keywords: Knowledge sharing; Organizational innovation

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