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The Impact of Organizational Context and Information Technology on Employee Knowledge-Sharing Capabilities.

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Title: The Impact of Organizational Context and Information Technology on Employee Knowledge-Sharing Capabilities.
Authors: Kim, Soonhee1 soonheekim@maxwell.syr.edu, Lee, Hyangsoo2 lhs@nca.or.kr
Source: Public Administration Review. May2006, Vol. 66 Issue 3, p370-385. 16p. 2 Diagrams, 4 Charts.
Subject Terms: *Information resources management, *Information technology, *Social networks, *Motivation (Psychology), Public administration, Leadership
Geographic Terms: South Korea
Abstract: Sharing knowledge and information is an important factor in the discourses on electronic government, national security, and human capital management in public administration. This article analyzes the impact of organizational context and IT on employees’ perceptions of knowledge-sharing capabilities in five public sector and five private sector organizations in South Korea. Social networks, centralization, performance-based reward systems, employee usage of IT applications, and user-friendly IT systems were found to significantly affect employee knowledge-sharing capabilities in the organizations studied. For public sector employees, social networks, performance-based reward systems, and employee usage of IT applications are all positively associated with high levels of employee knowledge-sharing capabilities. Lessons and implications for knowledge-sharing capabilities and management leadership in the public sector are presented. [ABSTRACT FROM AUTHOR]
Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
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  Data: The Impact of Organizational Context and Information Technology on Employee Knowledge-Sharing Capabilities.
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  Data: <searchLink fieldCode="AR" term="%22Kim%2C+Soonhee%22">Kim, Soonhee</searchLink><relatesTo>1</relatesTo><i> soonheekim@maxwell.syr.edu</i><br /><searchLink fieldCode="AR" term="%22Lee%2C+Hyangsoo%22">Lee, Hyangsoo</searchLink><relatesTo>2</relatesTo><i> lhs@nca.or.kr</i>
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  Data: <searchLink fieldCode="JN" term="%22Public+Administration+Review%22">Public Administration Review</searchLink>. May2006, Vol. 66 Issue 3, p370-385. 16p. 2 Diagrams, 4 Charts.
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  Data: *<searchLink fieldCode="DE" term="%22Information+resources+management%22">Information resources management</searchLink><br />*<searchLink fieldCode="DE" term="%22Information+technology%22">Information technology</searchLink><br />*<searchLink fieldCode="DE" term="%22Social+networks%22">Social networks</searchLink><br />*<searchLink fieldCode="DE" term="%22Motivation+%28Psychology%29%22">Motivation (Psychology)</searchLink><br /><searchLink fieldCode="DE" term="%22Public+administration%22">Public administration</searchLink><br /><searchLink fieldCode="DE" term="%22Leadership%22">Leadership</searchLink>
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  Data: Sharing knowledge and information is an important factor in the discourses on electronic government, national security, and human capital management in public administration. This article analyzes the impact of organizational context and IT on employees’ perceptions of knowledge-sharing capabilities in five public sector and five private sector organizations in South Korea. Social networks, centralization, performance-based reward systems, employee usage of IT applications, and user-friendly IT systems were found to significantly affect employee knowledge-sharing capabilities in the organizations studied. For public sector employees, social networks, performance-based reward systems, and employee usage of IT applications are all positively associated with high levels of employee knowledge-sharing capabilities. Lessons and implications for knowledge-sharing capabilities and management leadership in the public sector are presented. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Public Administration Review is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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              Text: May2006
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