Knowledge sharing and organizational performance
Photo by Adeolu Eletu on Unsplash
What is it about?
This article examines the relation between knowledge sharing and three dimensions of organizational performance: innovativeness, financial performance and the use of human recourses. The study uses data from a sample of 112 employees from the Czech Republic. The findings provide evidence that knowledge sharing is significantly related to organizational innovativeness, employees’ engagement, and the perceived benefits of knowledge sharing. However, there was no statistically significant correlation between knowledge sharing and financial performance. The results highlight that if a competitive advantage is built on innovativeness, then bilateral communication between supervisors and their subordinates, including the communication of the top management’s intentions and employees’ ideas, is essential because it facilitates knowledge sharing among employees.
Why is it important?
Despite a general assumption that knowledge sharing among employees is vital for achieving a competitive advantage, only limited evidence has been provided to support it. This study examined three dimensions of organizational performance and the extent of KS. The findings indicate that KS is important for innovativeness. The extent of KS is also connected with employee engagement. However, a positive relationship between the extent of KS and financial performance was not found in this study.
The following have contributed to this page: Dr. Jana Matošková