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Article
Publication date: 11 September 2009

Juan C. Rivera‐Vazquez, Lillian V. Ortiz‐Fournier and Felix Rogelio Flores

This paper aims to identify the cultural barriers that set back knowledge production and sharing in organizations of the Municipality of Caguas at the Commonwealth of the Puerto

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Abstract

Purpose

This paper aims to identify the cultural barriers that set back knowledge production and sharing in organizations of the Municipality of Caguas at the Commonwealth of the Puerto Rico in order to find effective ways to overcome them. The purpose is to explore how the enterprise promotes efficiency among employees and how they develop a suitable environment for knowledge production and sharing.

Design/methodology/approach

The qualitative research consists of in‐depth interviews, carried out to management personnel, and questionnaires submitted to the employees. Two hypotheses are developed and tested using the results obtained from four organizations, public and private.

Findings

The interview responses show that at the managerial level both private and public agencies have overcome the identified barriers that set back the knowledge sharing, while from the questionnaires it is found at the employee level that several cultural barriers such as organizational environment, emotional intelligence and managers' commitment are still present.

Research limitations/implications

Although limited by the small sample of critical actors, this study includes international and regional organizations that serve the Municipality of Caguas. The results may set a basis to develop a methodology to analyze the presence or absence of cultural barriers in other organizations, and municipalities of Puerto Rico.

Originality/value

This investigation may be used to develop standard procedures to cope with culture differences when establishing a suitable environment for knowledge production and sharing among employees.

Details

Journal of Knowledge Management, vol. 13 no. 5
Type: Research Article
ISSN: 1367-3270

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Article
Publication date: 6 May 2021

Quratulain Amber, Abdul Baseer Qazi, Nadeem Javaid, Iram A. Khan and Mansoor Ahmad

This study aims to examine the role of ethical leaders on the knowledge-sharing behavior of public sector employees. Ethical leaders engender knowledge-sharing behavior of…

607

Abstract

Purpose

This study aims to examine the role of ethical leaders on the knowledge-sharing behavior of public sector employees. Ethical leaders engender knowledge-sharing behavior of employees by influencing their psychological capital.

Design/methodology/approach

To explore the mechanism by which ethical leaders shape the knowledge-sharing behavior of employees, cross-sectional self-reported data (n = 339) are collected from employees working at decision-making positions in federal ministries in Pakistan.

Findings

Analysis results indicate that ethical leaders influence public employees to share knowledge with colleagues. Moreover, the mediary role of ethical values, organizational identification and altruism is evident, however, the mediary role of self-efficacy is not evident from results.

Practical implications

This implies that policymakers should be cognizant of the indirect mechanism by which ethical leaders positively influence the behavior of public employees. This knowledge helps them consider the recruitment, promotion and training of employees, especially the leaders, in line with the required ethical value consideration in public sector organizations.

Originality/value

This research is based on originally collected data from the field.

Details

Information Discovery and Delivery, vol. 50 no. 1
Type: Research Article
ISSN: 2398-6247

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