Human Factors of Knowledge-Sharing Intention among Taiwanese Enterprises: A Model of Hypotheses
Cheng-Wu Chen,1,4 Min-Li Chang,2 and Chun-Pin Tseng3
1 Institute of Maritime Information and Technology, National Kaohsiung Marine University, Kaohsiung 80543, Taiwan 2 University of Maryland University College, College Park, Maryland 3 Chung Shan Institute of Science and Technology, Armaments Bureau, Taoyuan, Taiwan 4 Global Earth Observation and Data Analysis Center, National Cheng Kung University, Tainan, Taiwan 701 R.O.C.
Abstract Knowledge management (KM) is very important in the business world of today. The Taiwanese government has recognized the importance of KM in helping small and ...view middle of the document...
phone: 886 78100888 ext. 5310; E-mail: email@example.com Received: 28 December 2010; accepted 3 January 2011 View this article online at wileyonlinelibrary.com/journal/hfm DOI: 10.1002/hfm.20286
order to be implemented properly. The organization must have two capabilities for successful KM: knowledge reusability through information technologies and knowledge sharing through formal and informal interactions within employees (Choi & Lee, 2003). Several other studies have also supported the view that knowledge sharing among organizational employees is a key step in the process of knowledge management (Alavi & Leidner, 2001; Cabrera & Cabrera, 2002; and Gupta, 2008). Gupta (2008, p. 188) further stated that “knowledge sharing” is a better description of what they are about than “knowledge management.” Therefore the culture of knowledge sharing is one of the essential preconditions to perform KM in an organization. Of the 57.72% of SMEs that are classiﬁed as singleownership enterprises, around 80% of these are family ﬁrms. The managers are from the same family and their members enjoy priority in the distribution of business beneﬁts and have more authority within the organization (Xie, 2004, p.57). In addition, within such an environment, the ownership and right of management are held by the same group of people, and most of the
Human Factors and Ergonomics in Manufacturing & Service Industries 22 (4) 362–371 (2012)
c 2012 Wiley Periodicals, Inc.
Chen, Chang, and Tseng
Human Factors of Knowledge-Sharing Intention among Taiwanese Enterprises
TABLE 1. Summary of Studies Related to Knowledge Sharing in Taiwanese SMEs Lee, C.C. (2003) 1. Emotional relation has a positive effect on the willingness and the contents of the knowledge sharing; on the other hand, instrumental relation does not have a positive effect on them. 2. The members’ relationships have a positive effect on the intention and the contents of knowledge sharing. 1. Organizational structure, organizational culture, motivation, and communications mechanisms have a positive impact on knowledge sharing. 2. Knowledge sharing has a positive impact on sustaining competitive advantage. Highly effective knowledge-sharing system moderates the relationship between organization execution and innovation performance indicators; 1. The higher the age heterogeneity among network actors, the higher the inclination of knowledge-sharing behavior. 2. The higher the intimacy among network actors, the higher the inclination of knowledge-sharing behavior. 3. The higher the education heterogeneity among network actors, the lower the tendency of knowledge-sharing behavior. 4. The higher the inclination of altruism, the higher the inclination to perform knowledge-sharing behavior. 5. Knowledge-sharing motivation mediates the relationships between personal network structure and knowledge-sharing behavior. 1. Communal sharing and equality matching have a distinct impact on the intention...