Understanding knowledge sharing in the work context by applying a belief elicitation study

Minna Stenius · Nelli E. Hankonen · Ari Haukkala · Niklas Ravaja

19 citations0/0 files storedJournal of Knowledge Management

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Knowledge Management and Sharing Innovation and Knowledge Management Team Dynamics and Performance

Abstract

Purpose – This paper aims to investigate cognitive antecedents of knowledge sharing (KS) by applying a belief elicitation study and embedding KS in an organizationally relevant context, work meetings. Design/methodology/approach – The study was carried out in two phases: an elicitation study (n= 18), and a survey (n= 200) based on its findings. The method, which combines a qualitative and a quantitative approach, is frequently used in the study of other behaviors (e.g. health behaviors) when applying the theory of planned behavior (TPB). Findings – Belief-based measures, informed by the elicitation study, were meaningful predictors of KS intentions. In line with TPB, attitudes, subjective norms and perceived behavioral control explained 47.7 per cent of the variance in KS intentions, which together with perceived behavioral control explained 55.2 per cent of the variance in KS behavior. Behavioral beliefs reflecting positive collective outcomes (new perspectives, knowledge diffusion/collective learning, increased interaction) were the most important predictors. Research limitations/implications – Single organization and the study design limit generalizability of the results. Practical implications – The findings suggest that by eliciting shared beliefs relating to specific KS behaviors, organizations may come a long way in understanding and subsequently influencing these behaviors. Originality/value – This is the first study to apply TPB on KS by investigating the underlying beliefs using an elicitation study. By demonstrating its utility, the study not only lays avenue for evidence-based interventions to improve KS in organizations, but also presents a method that bridges the gap between quantitative and qualitative approaches to KS.

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References

1991The theory of planned behavior 1999Self-Efficacy: The Exercise of Control 1980Understanding Attitudes and Predicting Social Behavior 1995The Knowledge-Creating Company 1996Toward a knowledge‐based theory of the firm 1998The Knowledge-Creating Company 1998Social Capital, Intellectual Capital, and the Organizational Advantage 1998Working knowledge: how organizations manage what they know

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