A PRACTICE OF KNOWLEDGE SHARING: A CASE STUDY IN A PUBLIC SERVICE ORGANIZATION
Abstract
ABSTRAK
This case study, which was done at a selected public service organization in Selangor, measure the extent knowledge sharing aims to practiced at the organization. This study is also aimed at investigating the relationship between cultural factors (organizational culture, immediate supervisor, employee attitude and work group support) with knowledge sharing effectiveness. The specific objectives of the study were to: (1) determine the organizational level of performance in knowledge sharing, (2) determine the relationship between organizational culture, immediate supervisor, employee attitude and work group support with the effectiveness of knowledge sharing, and (3) identify which cultural factors dimensions that explain knowledge sharing. The questionnaire was pre-tested on 10 officers. A total of 104 respondents from three levels of position (director, manager and consultant officer) were selected. Descriptive statistics were used to explain the organization level of performance in knowledge sharing. Correlation analysis was used to explain the relationship between the four factors of knowledge sharing effectiveness. A multiple regression was adopted to the major predictors. Based on the research results, the organization needs to pay more attention on the organizational facilitation in order to improve its performance in knowledge sharing practiced. The findings also revealed that the four cultural factors have positive and linear relationship. However, among the four factors, the organizational culture has strong relationship and was a good predictor in explaining knowledge sharing.
References
Ardichvili, A., Page, V. & Wentling, T. 2003. Motivation and barriers to participation in virtual knowledge-sharing communities of practice. Journal of Knowledge Management, 7(1), 64-77.
Coakes, S.J. & Steed, L.G. 2003. SPSS: Analysis without anguish. Australia: John Wiley & Sons, Ltd.
Chong, C.W., Holden, T., Wilhelmij, P. & Schmidt, R.A. 2000. Where does knowledge management add value? Journal of Intelectual Capitl. Vol: 1 (4), 366-380.
Krejcie, R.V. & Morgan, D.W. 1970. Determining sample size for research activities. Educational and Psychological Measurement. London: Sage.
Liebowitz, J. & Chen, Y. 2001. Developing Knowledge-Sharing Proficiencies. Knowledge Management Review. Vol: 3(6), 12-15.
Lok, P. & Crawford, J. 1999. The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development. Leadership and Organization Development Journal. Vol: 20/7, 365-374.
McDermott, R. & O’Dell, C. 2001. “Overcoming cultural barriers to sharing knowledge.†Journal of Knowledge Management. Vol: 5/1, 76-85.
Seng, C.V., Zannes, E. & Pace, R.W. 2002. The contributions of knowledge management to workplace learning. Journal of Workplace Learning. Vol: 14/4, 138-147.
Sieloff, C.G. 1999. “If only HP knew what HP knowsâ€: the roots of knowledge management at Hewlett-Packard. Journal of Knowledge Management. Vol: 3(1), 47-53.
Sveiby, K.L. & Simons, R. 2002. Collaborative climate and effectiveness of knowledge work-an empirical study. Journal of Knowledge Management. Vol: 6(5), 420-433.
Urch-Druskat, V., & Wolff, B.S. 2001. Building the emotional intelligence of groups. Harvard Business Review.
