27 Pages Posted: 8 May 2006
This paper describes two studies conducted in the People's Republic of China aimed at improving understanding of knowledge sharing among managers. Study 1 found evidence for the role of two individual factors: greed which reduced knowledge sharing, and self-efficacy which increased it. In addition, co-worker collegiality has an indirect influence on knowledge sharing by lowering greed and raising self-efficacy. Study 2 replicated the key findings of Study 1 and also identified the influence of organizational support on knowledge sharing. Organizational support led to higher utilization of information and communication technologies, resulting in more knowledge sharing, especially for explicit as opposed to implicit knowledge.
Suggested Citation: Suggested Citation
Lu, Lin and Leung, Kwok and Koch, Pamela Tremain, Managerial Knowledge Sharing: The Role of Individual, Interpersonal, and Organizational Factors. Management and Organization Review, Vol. 2, No. 1, pp. 15-41, March 2006. Available at SSRN: https://ssrn.com/abstract=889983 or http://dx.doi.org/10.1111/j.1740-8784.2006.00029.x
By Jar-der Luo
By Jar‐der Luo
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