How can knowledge sharing be influenced by organisational social capital, workplace friendship, team culture and public service motivation in the public sector?
by Phuong Nguyen; Ngan Thi Thanh Nguyen; Quyen Thi Thuy Nguyen; Ngan Thi Thanh Vo; Vuong Phuong Dinh
J. for International Business and Entrepreneurship Development (JIBED), Vol. 13, No. 2, 2021

Abstract: This paper establishes a research model of knowledge sharing in the public sector and clarifies why some organisations have good knowledge sharing while others do not. Our model's antecedents of knowledge sharing include attitude, public service motivation (PSM), organisational social capital (OSC), workplace friendship, and team culture. Using structural equation modelling, we analysed a survey of 343 managers of public organisations in Southern Vietnam. We found that attitudes toward knowledge sharing, OSC, and workplace friendship significantly influenced knowledge sharing. In contrast, PSM and team culture had no direct impacts on knowledge sharing. This study also highlights some theoretical contributions and makes specific recommendations for motivating public servants to participate in knowledge-sharing activities. Notably, public sector leaders can promote knowledge sharing in the workplace by creating the right mindset and environment, mobilising available social capital, creating a mutual target focus, sharing trust, and enhancing friendship.

Online publication date: Mon, 18-Oct-2021

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