Intergroup Contact Theory: Examining Knowledge Sharing Among Individuals From Different Tribes

Intergroup Contact Theory: Examining Knowledge Sharing Among Individuals From Different Tribes

Eugene Okyere-Kwakye (Faculty of Business and Management Studies, Koforidua Technical University, Koforidua, Ghana), Khalil Md Nor (Azman Hashim International Business School, Universiti Teknologi Malaysia (UTM), Skudai, Malaysia), Khairiah Soehod (Faculty of Management, Universiti Teknologi Malaysia (UTM), Skudai, Malaysia) and Zaitul (Faculty of Economics, Universitas Bung Hatta, Padang, Indonesia)
Copyright: © 2019 |Pages: 16
DOI: 10.4018/IJKM.2019040105
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Several studies have been conducted to confirm the robustness of intergroup contact theory to reduce sentiments among people from different races, nationalities, and languages. However, reviews conducted show that none of these studies examined the applicability of the intergroup contact theory to reduce prejudice among people from a multitribal context where the people share similar characteristics, but have sentiments against each other due to tribalism. The study examines the applicability of intergroup contact theory to promote positive attitudes among individuals to share knowledge in a multitribal context. A quantitative approach was adopted using questionnaires collected from two hundred and ninety-three lecturers from ten polytechnics in Ghana. Multivariate analysis revealed that equal status, cooperativeness and common goals have positive influence on an individual's attitude to share knowledge in a multitribal context. However, the influence of institutional support was not supported. The results of the study suggest the applicability of the intergroup contact theory explains how to promote a positive attitude in a multitribal context.
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The wealth of a nation does not only depend on their assets and other infrastructural development thus, effective acquisition, sharing and the utilisation of the country’s knowledge would aid value creation (Noor and Salim, 2011). At the organizational level, knowledge is seen to be the facet of growth and it is the major resource that provides a competitive edge to the organization (Nonaka and Takeuchi, 1995). Therefore, managing organizational knowledge which could also be referred to as knowledge management is essential for organizations to sustain a competitive edge.

Knowledge sharing which is a major process of knowledge management (Gupta and Govindarajan, 2000) would help organisations to realise the benefits of knowledge when employees participate in knowledge sharing activities. Knowledge sharing is classified as one of the very important features that help in creating value and profit for an organization (Lahti and Beyerlein 2000). Human resource practitioners have placed much emphasized on how to attract, build and train employees to acquire knowledge, skills and ability since equipping individuals with knowledge is the only way that organizations can capture, share, discover and apply knowledge effectively. Firms such as Microsoft, Schlumberger and others have made a pragmatic strategy swing from hardware based to knowledge based (O’Dell et al., 2002). which is yielding them tremendous benefits.

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