Multi-Group Moderation Analysis for Relationship between Knowledge Sharing Orientation and Business Performance

Multi-Group Moderation Analysis for Relationship between Knowledge Sharing Orientation and Business Performance

Sandeep Vij, Rayees Farooq
Copyright: © 2016 |Pages: 19
DOI: 10.4018/978-1-4666-9562-7.ch071
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Abstract

This paper examines the moderating effect of firm age on relationship between knowledge sharing orientation and business performance. Convenience sample of 274 firms from manufacturing and service sector was taken as sample for the study from National Capital Region (NCR) and Punjab State of India. The survey questionnaire was administered to the managerial level employees (C.E.O's, top level and middle level managers who were key decision makers in the organizations). The findings show that the knowledge sharing orientation exhibits a positive impact on business performance; firm age does not moderate the relationship between knowledge sharing orientation and business performance. The findings of the research will help knowledge management researchers as well as practitioners develop a better understanding of the role of knowledge sharing in successful implementation of knowledge management programs.
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Previous Studies

The construct of knowledge sharing has been studied from different facets. Knowledge sharing includes not only the transmission (sending) of knowledge but also the absorption of the knowledge by the receiver (Khalil & Shea, 2012).

The Literature suggests that top management supports are positively associated with knowledge sharing (Gupta, 2008; Hsu & Wang, 2008). Jennex et al. (2008) suggest that continuous management support is a critical success factor and also necessary for sustaining knowledge management success. However, CEO’s and other critical decision makers provide the necessary environment that encourages knowledge management through knowledge creation and reuse and provides the necessary resources for the effective knowledge management initiative.

Continuous senior management support is a critical success factor and significantly influences knowledge sharing process through employees’ perception of a knowledge sharing culture and their willingness to share knowledge, providing the management environment that encourages KM through knowledge creation and reuse by members of the organization (Connelly & Kelloway, 2003; Lin, 2007, Jennex et al., 2008, Wang & Noe, 2010, Mathew et al., 2012). However, Wickramasinghe & Widyaratne (2012) did not find evidence for a positive and significant relationship between team leader support and knowledge sharing.

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