Articlegreen2014

Why should I share my knowledge? A multiple foci of commitment perspective

Juani Swart · Nicholas Kinnie · Yvonne Gerarda Theodora van Rossenberg · Zeynep Yesim Yalabik

103 citations0/0 files storedHuman Resource Management Journal

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Knowledge Management and Sharing Job Satisfaction and Organizational Behavior Innovation and Knowledge Management

Abstract

Knowledge‐intensive firms need to leverage their individual knowledge assets via knowledge sharing to create collective knowledge resources. This process is, however, in the control of the knowledge worker. We explore this personal and emotive quality of knowledge sharing by asking: ‘How does employee commitment impact on knowledge sharing?’ We study professional service firms operating in cross‐boundary environments and examine the impact of commitment to the organisation, profession, team and client on knowledge sharing. The article contributes directly to our understanding of the interrelationship between (a) the types and foci of commitment and (b) bidirectional knowledge sharing.

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References

1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1991A three-component conceptualization of organizational commitment 1998Working knowledge: how organizations manage what they know 1996Exploring internal stickiness: Impediments to the transfer of best practice within the firm 1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.2000Communities of Practice and Social Learning Systems 2000Knowledge Transfer: A Basis for Competitive Advantage in Firms 2001Commitment in the workplace: toward a general model

Cited by

2021Prediction in HRM research–A gap between rhetoric and reality 2017The Influence of Project Commitment and Team Commitment on the Relationship between Trust and Knowledge Sharing in Project Teams 2018The future of workplace commitment: key questions and directions 2018Fostering knowledge sharing and knowledge utilization 2015The role of HRM and social capital configuration for knowledge sharing in post-M&A integration: a framework for future empirical investigation

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