The literature on knowledge management indicates that the sharing of
knowledge among the members of a business determines the long-term
sustainability of a business through innovations, while the literature on family
businesses shows that family businesses face challenges that often threaten their
survival in the long-term. The present study is of the view that the employees of
family businesses are in a position to change this situation by engaging in
knowledge sharing practices. This study raised the specific question: why do the
employees in family businesses not engage themselves in knowledge-sharing
with the fellow employees? The main objective of the study was to develop a
comprehensive model in human capital by reviewing the determinants of the
employees’ tacit and explicit knowledge sharing intentions in successful family
businesses. The use of a mix of the survey method and the interview method
enabled the researcher to develop and test the theories. The inductive approach
based on the data collected using in-depth interviews of 10 key cases of family
businesses explored the nature of the employees’ knowledge sharing intentions.
The deductive approach tested a set of hypotheses using the data collected from
390 employees employed in a selection of family businesses. While the
qualitative data of the study were analysed using thematic analysis, the
quantitative data of the study were analysed using multivariate multiple and
hierarchical regression models. The qualitative data analysis indicated four main
categories, namely sharer, company, knowledge, and family involvement. A
detailed analysis of each category indicated the interconnection and
interdependence of all categories together where individual motives &
characters, institutional systems & procedures, teamwork, the nature of
relationships, and leadership emerged as the major concerns of employees’
knowledge sharing intentions. Quantitative analysis affirmed that employees’
tacit KSIs have a greater influence on the explicit KSIs. The factors related to
the organizational climate of the firm were identified as the key factors that
determine the employees’ tacit as well as explicit KSIs. Compared to the
organizational climate, individual motivation and the social capital of the
employees have little influence on the employees’ KSIs. While the employees’
attitudes mediate the relationship between social capital and KSIs,
organizational identification partially mediates the relationship between the
organizational climate and KSIs.
| ISBN: | 978-80-7454-745-4 |
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| EAN: | 9788074547454 |
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| Počet stran |
45 stran |
| Datum vydání |
03. 09. 2018 |
| Pořadí vydání |
První |
| Jazyk |
anglický |
| Vazba |
e-kniha - pdf |
| Autor: |
Ravindra Hewa Kuruppuge |
| Nakladatelství |
Univerzita Tomáše Bati ve Zlíně |
| Tématická skupina |
1 - Ekonomika |
| Neprodejná publikace. Publikaci je možné poptávat zde: Vydáno elektronicky - dostupné na https://digilib.k.utb.cz/bitstream/handle/10563/42638/kuruppuge_2018_teze.pdf?sequence=7&isAllowed=y |
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