Influence of knowledge sharing on organisational performance
by Nickson Herbert Odongo; Daoping Wang; Shaldon Leparan Suntu
International Journal of Knowledge-Based Development (IJKBD), Vol. 9, No. 3, 2018

Abstract: This research aims to study the association between knowledge sharing activities and organisational performance. Theoretical relationships are verified through an empirical assessment of 237 Kenyan firms in the petroleum and telecommunication industries. The industries were selected to tackle both tangible and intangible assets. This paper demonstrates how firms that appreciate knowledge sharing principles enjoy superior gains than their rivals. The issue of dissemination of stocks of knowledge has not been factored as a practice of knowledge sharing. Fresh studies can be carried out on the topic in its entirety. It demonstrates knowledge sharing actions that have a positive influence on the organisational performance. The visualisation of knowledge sharing principles illustrates intellectual creativity. Various knowledge embracing industries can adopt this innovation.

Online publication date: Wed, 26-Sep-2018

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Knowledge-Based Development (IJKBD):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com