Knowledge strategy, sharing behavior and performance

Pooja K. Singh

Management Research Review, 2018, vol. 41, issue 3, 395-411

Abstract: Purpose - The study aims to examine the effect of knowledge management strategy (KMS) on knowledge-sharing behavior (KSB) and its subsequent effect on knowledge performance (KP). It also throws light on the mediating role of KM enablers (KMEs) and KSB. Design/methodology/approach - In purview of previous literature, several hypotheses were framed. Structural equation modeling (SEM) using SPSS 20, PROCESS macro and AMOS 20 was used to examine the research hypotheses in a sample of empirical data collected from 350 employees of information technology (IT) service provider firms. Findings - This paper empirically proves the existence of mediation effect of the proposed mediators (KME, KSB) between predictors (KMS, KSB) and outcomes (KSB, KP) in different hypothesized relationships. Result provides empirical evidence toward the positive influence of KMS dimensions (internal-oriented KMS, external-oriented KMS) on KSB and also confirms the influence of KSB on KP. Research limitations/implications - This study examines the effect of KMS and KSB on KP with reference to the IT sector, thereby limiting generalization to other sectors. Practical and managerial implications have been discussed in the later sections of the study. Originality/value - This study adds value to the existing KM literature by adjoining the links among knowledge strategy, sharing behavior and performance.

Keywords: Knowledge management; Human resource management; Competitive advantage; KM strategy; Knowledge performance; Knowledge-sharing behavior; KM enablers (search for similar items in EconPapers)
Date: 2018
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Persistent link: https://EconPapers.repec.org/RePEc:eme:mrrpps:mrr-01-2017-0001

DOI: 10.1108/MRR-01-2017-0001

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