To Ask or Not to Ask

This article looks to investigate the roles of interpersonal trust in knowledge seeking. Specifically, the article examines and tests the effects of two distinct types of interpersonal trust (affect-based trust and cognition-based trust) on willingness to seek two different types of knowledge (explicit and tacit). Using data from a survey of 143 employees from Chinese firms, the article found that both types of interpersonal trust positively related to explicit knowledge seeking, as well as tacit knowledge seeking. The article also found that cognition-based trust had a stronger relationship with seeking of both explicit and tacit knowledge than affect-based trust. Implications for future research and practice are discussed.

The role of organizational culture in the knowledge management process

Purpose

– The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service.

Design/methodology/approach

– The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses.

Findings

– Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects.

Research limitations/implications

– However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it.

Practical implications

– In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process.

Social implications

– Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual.

Originality/value

– The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Factors Impacting Cross-Cultural Knowledge Sharing Through Online Systems in Organisational Settings

The work reported in this paper has identified a research gap regarding the specific area of cross-cultural knowledge sharing through online systems in organisational settings, i.e. what are the factors impacting organisational members' online knowledge sharing behaviour in cross-cultural contexts? A survey of the relevant literature has recognised three main categories of potentially significant factors: organisational issues, national culture and computer-mediated communication. Although scholarly efforts have been taken in each of the three single areas, no previous study has integrated all three categories systematically. A review of the existing studies in all three areas shows that each areas is limited in some way, for understanding how and why people with different national cultural values, share or do not share knowledge through online systems within the same organisation. This paper explains the importance of identifying and addressing the research gaps, as well as suggests ways in which scholars can make use of new research methods that provide better explanations of why certain knowledge sharing behaviours exist.