Abstract
Purpose - This study offers new insights to further our understanding on the relevance of engaging employees in knowledge sharing behaviours in order to improve current operations.Design/methodology/approach - Our conceptual model proposes a direct relationship between knowledge sharing behaviours and employees’ innovative behaviour, moderated by employees’ perception of social capital. Six hypotheses were developed from the literature-grounded and tested among 198 employees of four hospices and palliative care organisations (H&PCOs) for dying cancer patients. All constructs were measured using multiple-item scales that were adapted from previous related studies. Our hypotheses were tested using Seemingly Unrelated Regression (SUR).Findings - Our study has three main results. First, we found a positive role of knowledge sharing behaviours in affecting sharers’ innovativeness, in terms of propensity and capacity to promote and implement new ideas. Second, sharing best practices and sharing mistakes are two distinct drivers of individuals’ innovativeness. Third, individuals’ perception of social capital have a relevant moderation effect on the linkage between knowledge sharing and innovative behaviour. Originality/value - Past research posited that knowledge sharing is convenient for others, and possibly at the expense of sharers’ best interest. Our research was grounded on a different notion of knowledge sharing as (i) a self-interested behaviour, which individuals deploy to generate a norm of reciprocity among knowledge recipients, which might create future benefits in the short term; and (ii) an improvement process, which individuals can use to translate new ideas into workable innovations.
Purpose - This study offers new insights to further our understanding on the relevance of engaging employees in knowledge sharing behaviours in order to improve current operations.Design/methodology/approach - Our conceptual model proposes a direct relationship between knowledge sharing behaviours and employees’ innovative behaviour, moderated by employees’ perception of social capital. Six hypotheses were developed from the literature-grounded and tested among 198 employees of four hospices and palliative care organisations (H&PCOs) for dying cancer patients. All constructs were measured using multiple-item scales that were adapted from previous related studies. Our hypotheses were tested using Seemingly Unrelated Regression (SUR).Findings - Our study has three main results. First, we found a positive role of knowledge sharing behaviours in affecting sharers’ innovativeness, in terms of propensity and capacity to promote and implement new ideas. Second, sharing best practices and sharing mistakes are two distinct drivers of individuals’ innovativeness. Third, individuals’ perception of social capital have a relevant moderation effect on the linkage between knowledge sharing and innovative behaviour. Originality/value - Past research posited that knowledge sharing is convenient for others, and possibly at the expense of sharers’ best interest. Our research was grounded on a different notion of knowledge sharing as (i) a self-interested behaviour, which individuals deploy to generate a norm of reciprocity among knowledge recipients, which might create future benefits in the short term; and (ii) an improvement process, which individuals can use to translate new ideas into workable innovations.