Sanjay Kaushal, Austin Milward Nyoni and Aarti Sharma
The purpose of the present study is to establish the emerging trend of studies on knowledge management (KM) strategy from 2007 to 2021 and identify the most studied constructs…
Abstract
Purpose
The purpose of the present study is to establish the emerging trend of studies on knowledge management (KM) strategy from 2007 to 2021 and identify the most studied constructs, methodologies used and gaps, thereby suggesting future directions.
Design/methodology/approach
Guided by items on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) framework, the study analyzed 46 articles published within the 15 years under review.
Findings
An upward trend in KM strategy studies published from 2007 to 2021 emerged, indicating researchers' growing interest in the topic. Further, the studies reaffirmed the essence of having a KM strategy alongside other functional strategies for an organization's outstanding performance. Key KM strategy antecedents were identified: resource availability, communication, business environment, stakeholder participation, organizational culture and incentives. The need to align the KM strategy and other functional strategies with the overall business strategy was also established as critical. Finally, gaps in study methodologies and extant literature were identified, leading to suggestions for future directions.
Originality/value
The study provides valuable insights regarding the emerging trend of studies on KM strategy over the 15 years, identification of methodologies used in the studies and the most studied constructs. To this effect, the study's uniqueness lies in the identified gaps and recommendations made for future research directions as it strives to bridge the identified gaps.
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Sanjay Kaushal and Austin Milward Nyoni
This study aims to investigate the factors that lead to the failure of some rewards to induce knowledge sharing behavior among employees, with much focus on employees’ attitudes…
Abstract
Purpose
This study aims to investigate the factors that lead to the failure of some rewards to induce knowledge sharing behavior among employees, with much focus on employees’ attitudes and leadership’s knowledge of employees’ preferences, and presents a model that depicts the linkages.
Design/methodology/approach
To investigate why the provision of some rewards fails to induce knowledge sharing behavior among employees, this study uses the preferred reporting items for systematic reviews and meta-analyses framework to identify and analyze 56 articles published from 2000 to 2021.
Findings
Knowledge sharing is positively linked to organizational performance. Further, employees’ negative attitudes toward a reward system negatively relate to knowledge sharing behavior. Furthermore, management’s lack of knowledge of employees’ preferences regarding rewards leads to the provision of incorrect rewards that do not enhance knowledge sharing behavior. Finally, a conceptual model depicting the linkages among the variables under consideration has been presented.
Research limitations/implications
Through the present study, employees’ attitudes toward rewards and leadership’s knowledge of employees’ preferences have been presented as critical factors that can lead to the failure of some rewards to induce knowledge sharing behavior. Further, the conceptual framework that can guide managers and leaders in strategizing on how best to develop and implement correct reward systems has been presented.
Originality/value
The present study is a significant contribution to the literature by focusing on the negative side of rewards toward knowledge sharing behavior with a focus on employees’ attitudes and leadership’s awareness of employees’ preferences regarding rewards.