Mohammed Laid Ouakouak, Nour AlBuloushi, Noufou Ouedraogo and Nabeel Sawalha
The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The…
Abstract
Purpose
The purpose of this study is to investigate whether openness to receive and openness to share knowledge drive employees to share knowledge with colleagues in the workplace. The authors also investigate what, if any, influence knowledge sharing has on performance at both individual and work unit levels.
Design/methodology/approach
Data were collected from 237 employees from eight banks in Kuwait. Structural equation modeling techniques were used to test the hypotheses.
Findings
The knowledge receiver’s openness to receive and openness to share knowledge influence the provider’s knowledge-sharing behavior. The latter positively affects the provider’s job performance and the work unit’s innovation performance. Furthermore, knowledge utilization strengthens knowledge sharing’s positive effect on work unit innovation.
Research limitations/implications
The findings of this study are industry and country specific and, therefore, would likely not be applicable to other settings. Thus, similar future research targeting different industries and/or countries is warranted. As a cross-sectional study, this research can also benefit from subsequent longitudinal studies.
Practical implications
Organizations should create a culture conducive to sharing knowledge. For example, managers should assure employees that knowledge shared with coworkers will be well received and utilized, remove barriers to new knowledge utilization and create awareness among employees that sharing knowledge benefits knowledge providers as well as knowledge providers.
Originality/value
The authors provide evidence of how the knowledge receiver’s openness to receive and to share knowledge affect the provider’s knowledge sharing. The authors also provide insights into how knowledge sharing drives job performance and innovation.
Details
Keywords
Ahmed Rashad ElMelegy, Mohamad Alnajem and Nour Albuloushi
The purpose of this study was to examine the quality performance of the Egyptian manufacturing industry based on Flynn's quality management practices framework.
Abstract
Purpose
The purpose of this study was to examine the quality performance of the Egyptian manufacturing industry based on Flynn's quality management practices framework.
Design/methodology/approach
A literature-based questionnaire was developed to collect the research data. The sample studied included 193 professionals from different manufacturing firms in Egypt. The research model utilized seven first-order constructs to measure infrastructure and core quality practices and the model was analyzed by structural equation modeling.
Findings
The results of the study showed that infrastructure practices had a positive effect on core quality practices, which in turn, significantly influenced quality performance. The findings confirmed that Egyptian manufacturing firms have a good foundation of quality management practices enabling them to improve quality performance.
Practical implications
This study provides a foundation for Egyptian manufacturing firms to develop a practical plan for implementing total quality management (TQM). In addition, the results of this study will help managers and policy makers develop a thorough understanding of the current status of TQM initiatives, enablers and barriers in Egypt.
Originality/value
The study represents one of the few attempts to examine quality practices and quality performance in the manufacturing sector in Egypt. To the best of the author's knowledge, this is the first study to examine these parameters in this context in Egypt.