Four-dimensional model: a literature review in online organisational knowledge sharing

"Left on read" examining social media users' lurking behavior: an integration of anxiety and social media fatigue

Introduction

With the widespread use of social media, the behavior and mindset of users have been transformed, leading to a gradual increase in lurking users, which can impede the sustainable development of social media platforms. In this study, we aim to investigate the impact of intrinsic and extrinsic motivational factors on social media users' anxiety, social media fatigue, and lurking behavior.

Methodology

For the confirmation of these phenomena and to validate the theories, a structural equation model was constructed based on the SSO (Stressor-Strain-Outcome) theoretical framework. The model was then tested and validated with data from 836 valid online surveys. These data were analyzed using SPSS 27.0 and AMOS 24.0 software.

Results

The results indicate that intrinsic motivations (such as social comparison and privacy concerns) and extrinsic motivations (including information overload, functional overload, and social overload) are positively associated with users' lurking behavior through the mediating effects of social media fatigue and anxiety. Additionally, for the mediator variables, social media fatigue was found to be positively associated with anxiety.

Discussion

These findings underscore the importance of social media platforms considering both intrinsic and extrinsic motivational factors to mitigate user anxiety and social media fatigue. By addressing these factors, platforms can foster user satisfaction and increase engagement, ultimately contributing to the sustainable development of social media platforms.

Modeling cynicism and organizational design on job performance: Mediation and moderation mechanism

Modern organizations assert that cynicism and organizational design provide advantages for knowledge-intensive settings. However, organizational crises may lead to resource shortages, prompting increased knowledge hiding (KH) among workers for competitive edge. Therefore, current study aims to examine the influence of organizational design and cynicism on job performance with organizational justice and KH through the moderating effect of servant leadership. Convenience sampling technique was used for data collection from 730 manufacturing organization employees via a survey questionnaire and data were analyzed with AMOS (28.0). Findings showed that KH's behavior negatively influenced by organizational design and positively influenced by cynicism. The current study also validates that higher management needs to practice advanced organizational justice to improve performance that drastically generates justice practices and reduces KH within the firms. Moreover, deploying servant leadership helps to control the cynicism, and employees start practicing knowledge-sharing behavior that significantly contributes to the performance.

Managing knowledge loss: a systematic literature review and future research directions

Purpose

Job market shifts, such as workforce mobility and aging societies, cause the exit of knowledgeable personnel from organizations. The ensuing knowledge loss (K-loss) has broad negative effects. This study analyzes the knowledge management literature on K-loss published from 2000 to 2021 and identifies fruitful directions for future research.

Design/methodology/approach

The authors conduct a systematic literature review of 74 peer-reviewed articles published between 2000 and 2021. These articles were retrieved from ProQuest Central, Science Direct, EBSCOhost and Emerald databases. The analysis utilizes Jesson et al.’s (2011) six principles: field mapping, comprehensive search, quality assessment, data extraction, synthesis and write-up.

Findings

Three sub-topics emerge from the systematic literature review: K-loss drivers, positive and negative impacts of K-loss and mitigation strategies. Over half of the literature addresses mitigation strategies and provides solutions for K-loss already in progress, rather than proposing preventive measures.

Research limitations/implications

This study has limitations related to the time span covered. Moreover, it focuses on articles published in refereed journals. Therefore, important contributions from conference papers, books and professional reports were excluded.

Originality/value

This research comprehensively synthesizes the K-loss literature and proposes future avenues of research to address under-investigated areas and potentially lead to theoretical and empirical advancements in the field. This study also provides suggestions for improving managerial practices.

Knowledge sharing to learn from error: a case study in a professional service triad

Purpose

Knowledge sharing (KS) helps employees learn from errors, but not much research has highlighted how sharing practices develop and take place in networked organizations. This study aims to explore how the professionals in a service triad develop and execute KS practices to learn from error.

Design/methodology/approach

A case study approach was adopted that focused on professionals working in a US-based company that was part of a health insurance service triad. The organization (“CaseCo”) processed the insurance claims filed by hospitals and doctors. The authors gathered qualitative data by conducting nine focus group discussions (FGDs) among CaseCo’s professionals. The FGDs involved a total of 51 professionals (17 women and 34 men) working in three centres of CaseCo in India.

Findings

The analyses revealed that error-related knowledge sharing (ERKS) practices emerge in a professional service triad (PST) through a culture of situated learning. They occur in ways that involves the use of repositories on the one hand, and connections between individuals on the other, both within and across the PST’s organizations. Such practices represent a dynamic system of knowledge stocks and flows in the PST.

Originality/value

To the best of authors’ knowledge, this is the first study that brings to the fore how ERKS practices develop and are executed in a professional organization in a triadic network structure.

Impact of technology-based knowledge sharing on employee outcomes: moderation effects of training, support and leadership

Purpose

The purpose of this paper is to focus on how adopting technologies impacts employees’ job performance and well-being. One such new job demand is the use of technology-based knowledge sharing (TBKS), which has the potential to influence employees’ job performance and well-being. Therefore, human resource managers must provide resources that facilitate the adoption of TBKS to improve job performance while minimising mental health effects.

Design/methodology/approach

Guided by social capital theory, social exchange theory and the job demands-resources model, the authors analyse survey data from 281 Vietnamese employees.

Findings

The results of this paper show that TBKS influences employee mental health and directly and indirectly affects job performance. The authors examine the moderating effects of training, transformational leadership and organisational resources on the relationship between the new job demands of TBKS on job performance and mental health outcomes.

Practical implications

TBKS platform developers should offer user-friendly interface functions and extend critical features. HRM should communicate more with employees, care about their well-being and consider their goals and values. HRM needs to provide training to help employees adapt to organisational changes. Leadership also needs to make employees perceive that organisational success is closely related to the success of TBKS.

Originality/value

This paper draws upon the three fundamental tenets of three theories as a triangular base to examine the relationship between TBKS and its outcomes. This paper contributes to the knowledge management literature by delivering a comprehensive understanding and demonstrating how the inclusion of technology in knowledge sharing and human resource practices can impact employee performance and well-being.

Analysis of the extrinsic and intrinsic aspects of the technology acceptance model associated with the learning management system during the COVID-19 pandemic

Purpose

The purpose of this study is to examine the effect of extrinsic aspects of the technology acceptance model, namely, information quality, functionality, accessibility, user interface design, system quality, functionality, facilitating conditions and computer playfulness as well as intrinsic aspects, namely, perceived self-efficacy, enjoyment and learning goals. orientation on perceived usefulness and perceived ease of use in the context of the learning management system (LMS) as a system to support employee learning and development. This study also analyzes the effect of perceived ease of use on perceived usefulness and analyzes the effect of these two variables on the intention to adopt a LMS. This study included 3,205 respondents who are employees of banking companies in Indonesia and who used the LMS for their learning and self-development needs during the COVID-19 pandemic.

Design/methodology/approach

This research is a quantitative study that uses online surveys to collect data and partial least squares statistical tools to analyze survey data.

Findings

The results showed that accessibility alone had no effect on perceived usefulness and perceived ease of use, while enjoyment had no effect on the intention to use LMS and perceived ease of use and functionality had no effect on the intention to use LMS.

Research limitations/implications

This research focuses on the concept of technology acceptance with extrinsic and intrinsic aspects. This research context involves employees working in the banking sector with the adoption of the LMS.

Practical implications

LMS in banking companies can be optimized by providing online training and reducing the operational costs of employee training. By using LMS, companies can offer online courses to employees and track progress in distance learning, become a learning choice and information dissemination during the pandemic and also support future business continuity.

Originality/value

This study focuses on testing the technology adoption model on LMSs in the banking sector by adding extrinsic aspects, namely, system quality, facilitating conditioning, computer playfulness and user interface design, and combining intrinsic aspects, namely, perceived self-efficacy, enjoyment and learning goal orientation.

The mediating role of prosocial motivation in the context of knowledge sharing and self-determination theory

Purpose

This paper aims to determine whether prosocial motivation acts as a mediator between the individual motivation types of self-determination theory and knowledge sharing.

Design/methodology/approach

A partial least squares structural equation model (PLS-SEM) based on data collection (N = 303) ) was calculated, using “Smart PLS 3” software.

Findings

In respect of the influence of individual motivation types on knowledge sharing, it was found that prosocial motivation provides indirect mediation for external motivation and complementary mediation for introjected motivation, whereas it has no mediation effect on intrinsic and identified motivation.

Research limitations/implications

Future research should consider the use of prosocial motivation as a mediator to reveal indirect effects that, otherwise, are at risk of remaining hidden.

Practical implications

To foster knowledge sharing within organizations, measures should be taken to increase external, introjected and prosocial motivation, as it was found that these types of motivation have a significant positive impact on knowledge sharing.

Originality/value

The current unanswered question – whether or not prosocial motivation acts as a mediator between the motivation types of self-determination theory and knowledge sharing – is examined, thereby providing insights into the hitherto largely unexplored role of prosocial motivation in knowledge-sharing models.

Knowledge hiding in organizational crisis: The moderating role of leadership

The COVID-19 pandemic has caused organizational crises leading to shutdowns, mergers, downsizing or restructuring to minimize survival costs. In such organizational crises, employees tend to experience a loss or lack of resources, and they are more likely to engage in knowledge hiding to maintain their resources and competitive advantage. Knowledge hiding has often caused significant adverse consequences, and the research on knowledge hiding is limited. Drawing upon the Conservation of Resources and Transformational Leadership theories, a conceptual framework was developed to examine knowledge hiding behavior and its antecedents and consequences. We collected data from 281 Vietnamese employees working during the COVID-19 pandemic. Our results show that role conflict, job insecurity, and cynicism positively impact knowledge hiding behavior. Knowledge hiding behavior negatively affects job performance and mediates the antecedents of knowledge hiding on job performance. Transformational leadership moderated the impact of role conflict on knowledge hiding.

Exploring the remote work challenges in the era of COVID-19 pandemic: review and application model

Purpose

Remote work (RW) literature is a megatrend in HRM literature, and the COVID-19 pandemic has highlighted the importance of RW as a concept and an organisational practice. Given the large number of papers being published on remote work, there is a need for a critical review of the extant literature using bibliometric analysis. This paper examines the literature on remote working to identify the factors crucial for managing a remote workforce. This study uses the complex adaptive systems theory as a foundation to build a framework that organisations can use to manage their remote workforce, focusing on three outcomes: employee engagement, collaboration and organisational agility.

Design/methodology/approach

Bibliometric analysis was conducted on the research published in Scopus journal in the area of remote work, followed by critical literature analysis.

Findings

The bibliometric analysis identified five clusters that reflect five organisational factors which the management can align to achieve the desired outcomes of engagement, collaboration and agility: technology orientation, leadership, HRM practices, external processes and organisational culture. The present findings have important implications for managing the remote workforce.

Originality/value

The five factors were mapped to propose a conceptual model on engaging individual employees, fostering team collaboration and building organisational agility while working remotely. We also propose an application model for using technology to achieve the outcomes of engagement, collaboration and agility in the organisation. Practitioners could use this framework to focus on the factors that can create a conducive environment to improve work efficiency in a remote workforce.

Motivation in organisational online knowledge sharing

Purpose

This paper aims to examine the influence of intrinsic motives (self-efficacy, reputation and reciprocity) on online knowledge sharing behaviour. Additionally, this research investigates the moderating role of individual innovation capability and top management support.

Design/methodology/approach

The methodology adopted was a questionnaire survey of employees working in Vietnamese telecommunications companies. A total of 501 employees completed a self-administered anonymous survey using a cross-sectional design. Confirmatory factor analysis and ordinary least squared – based hierarchical regression was used to test the conceptual framework.

Findings

Self-efficacy, reputation and reciprocity significantly impact online knowledge sharing behaviour. Specifically, self-efficacy has an inverted U-shape association while reputation and reciprocity have a positively, returns-to-scale association with online knowledge sharing behaviour. Individual innovation capability moderates the effect on these associations as does top management support, but to a lesser extent.

Research limitations/implications

Data were obtained at a single point in time and self-reported. Furthermore, this study was conducted in a specific industry in Vietnam, i.e. telecommunications, which limits the generalisability of the research.

Practical implications

Organisations need to create a favourable environment for online knowledge sharing to foster reciprocal relationships and interpersonal interactions of employees. Encouraging and rewarding employees to actively engage in knowledge exchange will help facilitate reciprocal online knowledge sharing behaviour.

Originality/value

This study contributes to knowledge-sharing behaviour by uncovering an inverted U-shape association and positively, returns-to-scale associations between intrinsic antecedents and online knowledge sharing behaviour. Additionally, individual innovation capability was an important moderator which has been overlooked in past research.

Trust and social network to boost tacit knowledge sharing with mediation of commitment: does culture moderate?

Purpose

This paper aims to investigate the tacit knowledge-sharing framework among Pakistani academicians. The objective is to study trust and social networks as antecedents to foster tacit knowledge sharing with the mediating role of commitment. Furthermore, the moderating role of organizational knowledge-sharing culture is also examined.

Design/methodology/approach

The study applied a survey-based quantitative research design to test the proposed model. The nature of data are cross-sectional and collected with stratified random sampling among public sector higher education professionals of Pakistan. The total sample size for the present research is 247 respondents. The variance-based structural equation modeling technique by using Smart_PLS software is used for analysis.

Findings

Data analysis and results reveal that trust and social networks are significant predictors of tacit knowledge sharing among Pakistani academicians while commitment positively mediated the relationships. While the moderating role of organizational knowledge-sharing culture is also established.

Research limitations/implications

The current research explains tacit knowledge sharing among academics with fewer antecedents i.e. social network and trust with limited sample size and specific population. There is still a great deal of work to be done in this area. Hence, the study provides direction for including knowledge-oriented leadership and knowledge governance in the current framework. Moreover, the framework can be tested in different work settings for better generalization.

Practical implications

The study gives an important lead to practitioners for enhancing tacit knowledge sharing at the workplace through a robust social network of employees, building trust and boosting employees’ commitment, as well as through supportive organizational knowledge sharing culture.

Originality/value

The research comprehends the tacit knowledge sharing framework with theoretical arrangements of trust, social networks, commitment and culture in higher education workplace settings under the umbrella of social capital theory.

Multilevel influences on individual knowledge sharing behaviours: the moderating effects of knowledge sharing opportunity and collectivism

Purpose

This paper aims to draw upon social cognitive theory to develop a conceptual framework of four types of factors: individual, social, organisational and cultural that influence an individual’s knowledge sharing behaviour.

Design/methodology/approach

Data from 298 employees in Myanmar’s banking industry were analysed using the structural equation modelling (SEM) approach.

Findings

The results reveal that an individual’s absorptive capacity, trust and social interaction significantly impact knowledge-sharing behaviour. Additionally, the study found the moderating influence of knowledge sharing opportunity and collectivism in examining the impact of absorptive capacity, trust and social interaction on knowledge sharing behaviour.

Research limitations/implications

Future research may consider other dimensions of cultural dimensions, and extending the model by adding outcomes of knowledge sharing behaviour such as innovation or productivity could also be considered.

Practical implications

Organisations need to consider absorptive capacity in the recruitment process, increase trust and social interaction among employees, promote knowledge-sharing opportunities and collectivism to promote knowledge-sharing behaviour.

Originality/value

The study’s distinctive contribution is the Myanmar bank sector's under-researched context for investigating the reverse relationship between absorptive capacity and knowledge sharing behaviour. The moderating effects of knowledge sharing opportunity and collectivism ignored mainly in the knowledge sharing literature were investigated in this study.