A B C D E F G H I J K L M N O P Q R S T U V W X Y Z All
Goswami, Sushmita
- Exploring the Relationship Between Workforce Diversity, Inclusion and Employee Engagement
Authors
1 Institute of Business Management, GLA University, Mathura, Uttar Pradesh, IN
2 Department of Management, BSACET, Mathura, Uttar Pradesh, IN
Source
Drishtikon: A Management Journal, Vol 9, No 1 (2018), Pagination: 65-89Abstract
The aim of this paper is to analyze the relationship between workplace inclusion (WI) and employee engagement (EE) and the effect of workplace diversity, managerial support and trust in leader on workplace inclusion. The study has used a survey to collect data from employees working in the private telecom companies in India, using a structured questionnaire (n=383) of National Capital Region (NCR), India. To identify the factors which determine workplace inclusion and employee engagement multiple regression model has been used and further, Karl Pearson correlation has been used to establish the correlation between variables. This paper found three factors which determined workplace inclusion: workforce diversity; managerial support, and trust in leader. The results point out that the workforce diversity has a significant positive relationship with workplace inclusion (β=0.20, p<0.05), managerial support on workplace inclusion (β=0.18, p<0.05), trust in the leader on workplace inclusion (β=0.28, p<0.05). Similarly, there is also positive and significant effect of trust in leader on workplace inclusion (β=0.17, p<0.05) and finally, workplace inclusion also effects positively and significantly on employee engagement (β=0.29, p<0.05). Study on inclusive work place and employee engagement is critical as it provides an understanding that how organizations can encourage and facilitate the full participation of employees. This study also provides practical interventions for human resource development professionals to assist individuals and organisations towards increasing more workplace inclusion and more employee engagement.Keywords
Employee Engagement, Workforce Diversity, Managerial Support, Trust in Leader, Workplace Inclusion.References
- Anitha, J. (2014). Determinants of employee engagement and their impact on employee performance. International Journal of Productivity and Performance Management, 63(3), 308-323.
- April, K., Katoma, V., & Peters, K. (2009). Critical effort and leadership in specialised virtual networks. Annual Review for High Performance Coaching and Consulting, 187-215.
- Ariani, D. W., & Babarsari, J. (2013). The relationship between employee engagement, organizational citizenship behavior, and counterproductive work behaviour. International Journal of Business Administration, 4(2), 46-56.
- Aryee, S., Walumbwa, F.O, Zhou, Q. and Hartnell, C.A. (2012). Transformational leadership, innovative behavior and task performance: Test of mediation and moderation process. Human Performance, 25(1), 1-25.
- Ashforth, B. E. (1994). Petty tyranny in organizations. Human Relations, 47(7), 755-78.
- Atkinson, S., & Butcher, D. (2003). Trust in managerial relationships. Journal of Managerial Psychology, 18, 282-304.
- Bakker A. B., Tims, M., & Derks, D. (2012). Proactive personality and job performance: The role of job crafting and work engagement. Human Relations, 65(10), 1359-1378.
- Baruch-Feldman, C., Brondolo, E., Ben-Dayan, D., & Schwartz, J. (2002). Sources of social support and burnout, job satisfaction, and productivity. Journal of Occupational Health Psychology, 7(1), 84-93.
- Bhuvanaih, T., & Raya, R. P. (2016). Predicting employee work engagement levels, determinants and performance outcome: Empirical validation in the context of an information technology organization. Global Business Review, 17(4), 934-951.
- Binnewies C., Ohly, S., & Niessen, C. (2008). Age and creativity at work: the interplay between job resources, age and idea creativity, work and organizational psychology, University of Konstanz, Germany. Journal of Managerial Psychology, 23, 438-457.
- Boekhorst, J. A. (2015). The role of authentic leadership in forstering workplace inclusion: A social information processing perspective. Human Resource Management, 54(2), 241-264.
- Boon, C., & Biron, M. (2016). Temporal issues in person-organisation fit, person-job fit and turnover: The role of leader-member exchange. Human Relations, 69(12), 2177-2200.
- Buckley, F. (2011). Trust and engagement in a downsizing context: the impact on human resource managers, in Searle, R.H. and Skinner, D. (Eds), Trust and Human Resource Management, 1st ed, Edward Elgar, Cheltenham, 309-329.
- Cable, D. M., & DeRue, D. S. (2002). The convergent and discriminant validity of subjective fit perceptions. Journal of Applied Psychology, 87(5), 875-884.
- Cho, S., & Mor Barak, M. E. (2008). Understanding of diversity and inclusion in a perceived homogeneous culture: a study of organizational commitment and job performance among Korean employees. Administration in Social Work, 32(4), 100-126.
- Chorbot-Mason, D., Ruderman, N. M., & Nishii, H. L. (2013). (2013), Leadership in a diverse workplace. The Oxford Handbook of Diversity and Work, New York, Oxford University Press, 315-340.
- Cottrill, K., Lopez, P. D., & Hoffman, C. C. (2014). How authentic leadership and inclusion benefit organizations. Equality, Diversity and Inclusion: An International Journal, 33(3), 275-292.
- Daya, P. (2014). Diversity and inclusion in an emerging market context. Equality, Diversity and Inclusion, 33(3), 293-308.
- Den Hartog, D. N., De Hoogh, A. H. B., & Keegan, A. E. (2007). The interactive effects of belongingness and charisma on helping and compliance. Journal of Applied Psychology, 92, 1131-1139.
- Denison, D. R. (1990). Corporate culture and organizational effectiveness. New York: Wiley.
- Detert, J. R., & Burris, E. R. (2007). Leadership behavior and employee voice: is the door really open?, Academy of Management Journal, 50(4), 869-884.
- Dirks, K., & Ferrin, D. (2002). Trust in leadership: meta-analytic findings and implications for research and practice. Journal of Applied Psychology, 87(4), 611-28.
- Downey, S. N., Werff, L. van der, Thomas, K. M., & Plaut, V. C. (2014). The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45, 35-44.
- Edwards, J. R. (1991). Person-job fit: A conceptual integration, literature review, and methodological critique, in Cooper, C.L. and Robertson, I.T. (Eds), International Review of Industrial and Organisational Psychology, Vol. 6, Wiley, New York, NY, 283-357.
- Engelbrecht, A. S., Heine, G., & Mahembe, B. (2017). Integrity, ethical leadership, trust and work engagement. Leadership and Oganisational Development Journal, 38(3), 368-379.
- Ferdman, B. M., & Roberts, L. M. (2014). Creating inclusion for oneself: knowing, accepting, and expressing one’s whole self at work, in Ferdman, B.M. and Deane, B.R. (Eds), Diversity at Work: The Practice of Inclusion, John Wiley & Sons Inc., San Francisco, CA, 93-127.
- Findler, L., Wind, L. H., & Mor Barak, M. E. (2007). The challenge of workforce management in a global society: modeling the relationship between diversity, inclusion, organizational culture, and employee well-being, job satisfaction, and organizational commitment. Administration in Social Work, 31, 63-94.
- Foss, N. J., Minbaeva, D. B., Pedersen, T., & Reinholt, M. (2009). Encouraging knowledge sharing among employees: How job design matters. Human Resource Management, 48(6), 871-893.
- Fujimoto, Y., Rentschler, R., Le, H., Edwards, D., & Hartel, C. E. J. (2014). Lessons learned from community organizations: Inclusion of people with disabilities and others. British Journal of Management, 25(3), 518-537.
- Gambetta, D. (1988). Can we trust trust?, in Gambetta, D. (Ed.), Trust: Making and Breaking Cooperative Relations. Basil Blackwell, New York, NY, 213-38.
- Geiger, K. A., & Jordan, C. (2014). The role of societal privilege in the definitions and practices of inclusion. Equality, Diversity and Inclusion: An International Journal, 33(3), 261-274.
- Gillespie, N., & Mann, L. (2004). Transformational leadership and shared values: The building blocks of trust. Journal of Managerial Psychology, 19(6), 588-607.
- Giovannini, M. J. (2004). Valuing diversity in all shapes and sizes - what gets measured gets done: Achieving results through diversity and inclusion. Journal for Quality and Participation, 27(4), 21-27.
- Gotsis, G., & Grimani, K. (2016). The role of servant leadership in fostering inclusive organizations. Journal of Managemet Development, 35(8), 985-1010.
- Greenberger, D. B., Strasser, S., Cummings, C. L., & Dunham, R. B. (1989). The impact of personal control on performance and satisfaction. Organisational Behavior and Human Decision Processes, 43(1), 29-51.
- Gupta, V., & Kumar, S. (2012). Impact of performance appraisal justice on employee engagement: A study of Indian professionals. Employee Relations: The International Journal, 35(1), 61-78.
- Hair, J. F, Christian, M. R., & Sarstedt, M. (2011). PLS-SEM: Indeed a silver bullet. Journal of Marketing Theory and Practice, 19(2), 139-151.
- Hallberg, U. E., & Schaufeli, W. B. (2006). ‘Same same’ but different? Can work engagement be discriminated from job involvement and organizational commitment?. European Psychologist, 11(2), 119-27.
- Hansen, A. M., Byrne, Z. S., & Kiersch, C. E. (2013). Development and validation of an abridged measure of organizational justice. The Journal of Psychology: Interdisciplinary and Applied, 147(3), 217-244.
- Heaney, L. (2010). Surviving the cut employee engagement: A case study, (Graduation Dissertation, National College of Ireland).
- House, R. J., & Rizzo, J. R. (1972). Role conflict and ambiguity as critical variables in a model of organizational behavior. Organizational Behavior and Human Performance, 7, 467-505.
- Huong, L., Zheng, C., & Fujimoto, Y. (2016). Inclusion, organisational justice and employee well-being. International Journal of Manpower, 37(6), 945-964.
- Ibarra, H. (1993). Personal networks of women and minorities in management: A conceptual framework. Academy of Management Review, 18(1), 56-87.
- Ito, J. K., & Brotheridge, C. M. (2005). Does supporting employees’ career adaptability lead to commitment, turnover, or both?. Human Resource Management, 44(1), 5-19.
- Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement?. Leadership & Organization Development Journal, 32(4), 399-416.
- Jones, M. C., Smith, K., & Johnston, D. W. (2005). Exploring the Michigan model: the relationship of personality, managerial support and organizational structure with health outcomes inentrants to the healthcare environment. Work and Stress, 19(1), 1-22.
- Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work, Academy of Management Journal, 33(4), 692-724.
- Kreiner, G. E., & Ashforth, B. E. (2004). Evidence toward an expanded model of organizational identification. Journal of Organizational Behavior, 25(1), 1-27.
- Kreiner, G. E., & Ashforth, B. E. (2004). Evidence toward and expanded model of organizational identification. Journal of Organisational Behaviour, 25(1), 1-27.
- Kristof, A. L. (1996). Person-organisation fit: An integrative review of its conceptualizations, measurement, and implications. Personnel Psychology, 49(1), 1-49.
- Kristof-Brown, A. L. (1996). Person-organization fit: distinguishing between recruiter’s perceptions of person-job and person-organization fit. Personnel Psychology, 49, 1-49.
- Kumar, D. P., & Swetha, G. (2011). A prognostic examination of employee engagement from its historical ischolar_mains. International Journal of Trade, Economics and Finance, 2(3), 232-241.
- Lauver, K. J., & Kristof-Brown, A. L. (2001). Distinguishing between employee’s perceptions of person-job and person-organization fit. Journal of Vocational Behaviour, 59, 454-470.
- Lee, J. (2012). Antecedents and consequences of employee engagement: Empirical study of hotel employees and managers. Doctoral dissertation, Kansas State University.
- Lepine J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.
- Lirio, P., Lee, M. D., Williams, M. L., Haugen, L. K., & Kossek, E. E. (2008). The inclusion challenge with reduced-load professionals: The role of the manager, Human Resource Management, 47(3), 443-461.
- MacLeod, D., & Clarke, N. (2009). Leadership and employee engagement: passing fad or a new way of doing business?. International Journal of Leadership in Public Services, 6(4), 26-30.
- Markos, S., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5(12), 89-96.
- Matz-Costa, C., Carapinha, R., & Catsouphes, M. P. (2012). Putting age in context: Relational age and inclusion at the workplace. Indian Journal of Gerentology, 26(1), 50-74.
- Mayer, R., & Gavin, M. (1999). Trust for management and performance: Who minds the shop while the employees watch the boss?, Annual Meeting of Academy of Management, Chicago, IL, August.
- Mayer, R., Davis, J., & Schoorman, F. (1995). An integrative model of organizational trust. Academy of Management Review, 20(3), 709-34.
- Meyerson, D., Weick, K., & Kramer, R. (1996). Swift trust and temporary groups, in Kramer, R.M. and Tyler, T. R. (Eds), Trust in Organizations: Frontiers of Theory and Research. Sage, Thousand Oaks, CA, 166-95.
- Miller, F. A. (1998). Strategic culture change: The door to achieving high performance and inclusion. Public Personnel Management, 27(2), 151-160.
- Mor Bank, M. E. (2015). Inclusion is the key to the diversity management but what is inclusion?. Human Service Organisations Management, Leadership and Governance, 39(2), 83-88.
- Mor Barak, M. E. (2000). The workplace inclusion: An ecosystems approach to diversity management. Social Work, 45(4), 339-353.
- Mor Barak, M. E. (2011). Managing Diversity: Toward A Globally Workplace inclusion. Sage Publications, Thousand Oaks, CA.
- Mor Barak, M. E., Findler, L., & Wind, L. H. (2001). Diversity, inclusion and commitment to organizations: International empirical explorations. Journal of Behavioral and Applied Management, 2, 70-91.
- Mor Barak, M. E., & Levin, A. (2002). Outside of the coporate mainstream and excluded from the work community: A study of diversity, job satisfaction and well-being. Community, Work and Family, 5, 133-157.
- Nair, N., & Vohra, N. (2015). Diversity and inclusion at the workplace: A review of research and perspective. Working Paper No. 2015-03-34.
- Nembhard, I. M., & Edmonson, A. C. (2006). Making it safe: the effects of leader inclusiveness and professional status on psychological safety and improvement efforts in health care teams. Journal of Organizational Behavior, 27(7), 941-966.
- Networks, Annual Review of High Performance Coaching & Consulting, Vol. 1 (1),187-215.
- Newton, C. J., & Jimmieson, N. L. (2009). Subjective fit with organizational culture: an investigation of moderating effects in the work stressor-employee adjustment relationship. The International Journal of Human Resource Management, 20(8), 1770-1789.
- Ozbilgin, M. F. (2009). Equality, diversity and inclusion at work: yesterday, today and tomorrow, in Ozbilgin M.F. (Ed.), Equality, Diversity and Inclusion at Work. A Research Companian, Edward Elgar Publishing Cheltenham, 1-13.
- Pelled, L. H., Ledford, G. E., & Mohrman, S. A. (1999). Demographic dissimilarity and workplace inclusion. Journal of Management Studies, 36(7), 1013-1031.
- Perrin, T. (2003). Working today: Understanding what drives employee engagement. Talent report. US.
- Plummer, D. L. (2003). Overview of the field of diversity management, in Plummer, D.L. (Ed.), Handbook of Diversity Management: Beyond Awareness to Competency Based Learning, University Press of America Inc, Lanham, MD, 1-50.
- Resick, C. J., Baltes, B. B., & Shantz, C. W. (2007). Person-organization fit and work-related attitudes and decisions: Examining interactive effects with job fit and conscientiousness. Journal of Applied Psychology, 97(5), 1446-1455.
- Roberson, Q. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group and Organization Management, 31(2), 212-236.
- Rooney, J. A., & Gottlieb, B. H. (2007). Development and initial validation of a major of supportive and unsupportive managerial behaviours. Journal of Vocational Behaviours, 71(2), 186-203.
- Rooney, J. A., Gottlieb, B. H., & Newby-Clark, I. R. (2009). How support related managerial behaviours influence employees: An integrated model, Journal of Managerial Psychology, 24(5), 410-427.
- Rooney, J. A., Gottlieb, B. H., & Newby-Clark, I. R. (2009). How support-related managerial behaviors influence employees: An integrated model. Journal of Managerial Psychology, 24(5), 410-427.
- Ryan, A. M., & Kossek, E. E. (2008). Work-life policy implementation: Breaking down or creating barriers to inclusiveness?. Human Resource Management, 47, 295-310.
- Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
- Salanova, M., & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behavior. The International Journal of Human Resource Management, 19(1), 116-131.
- Salanova, M., Agut, S., & Peiro, J.M. (2005). Linking organizational resources and work support and burnout, job satisfaction, and productivity. Journal of Occupational Health Psychology, 7(1), 84-93.
- Schalkwyk, S. V., Toit, D. H. D., Bothma, A. S., & Rothmann, S. (2010). Job insecurity, leadership empowerment behaviour, employee engagement and intention to leave in a petrochemical laboratory, Journal of Human Resource Management, 8(1), 1-7.
- Schaufeli, W. B., Martinez, I. M., Marques, P. A., Salanova, M., & Bakker, A. B. (2002). Burn-out and engagement in university students: A cross-national study. Journal of Cross-cultural Psychology, 33, 464-481.
- Schoorman, F. D., Mayer, R. C., & Davis, J. H. (2007). An integrative model of organisational trust: past, present and future. Academy of Management Review, 32(2), 344-354.
- Sekigunchi, T. (2004). Person-organisation fit and person-job fit in employee selection: A review of the literature. Osaka KeidaiRonshu, 54(6), 179-196.
- Sharkie, R. (2009). Trust in leadership is vital for employee performance. Management Research News, 32(5), 491-498.
- Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289.
- Shuck, B., Reio, T. G. Jr., & Rocco, T. S. (2011). Employee engagement: An examination of antecedent and outcome variables. Human Resource Development International, 14(4) 427-445.
- Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43(2), 178-90.
- Thomas, L. T., & Ganster, D. C. (1995). Impact of family-supportive work variables on work-family conflict and strain: A control perspective. Journal of Applied Psychology, 80(1), 6-13.
- Thompson, C., Beauvais, L. L., & Lyness, K. S. (1999). When work-family benefits are not enough: The influence of work-family culture on benefit utilization, organizational attachment, and work-family conflict. Journal of Vocational Behavior, 54(3), 392-415.
- Tims, M., Bakker, A. V., & Xanthopoulou, D. (2011). Do transformational leaders enhance their follower’s daily work engagement?. The Leadership Quarterly, 22(1), 121-131.
- Tuckey, M. R., Dollard, M. F., & Bakker, A. B. (2012). Empowering leaders optimize working conditions for engagement: A multilevel study. Journal of Occupational Health Psychology, 17(1), 15-27.
- Vohra, N., Chari, V., Mathur, P., Sudarshan, P., Verma, N., Mathur, N., Thakur, P., Chopra, T., Srivastava, Y., Gupta, S., Dasmahapatra, V., Fonia, S., Gandhi, H.K., (2015). Workplace inclusions: Lessons from theory and practice. Vikalpa, The Journal for Decision Makers, 40(3), 324-362.
- Wilson, K. (2009). A survey of employee engagement. (Doctoral dissertation, University of Missouri).
- Wong, C. A., Spence-Laschinger, H. K., & Cummings, G. G. (2010). Authentic leadership and nurse’s voice behaviour and perceptions of care quality. Journal of Nursing Management, 18(8), 889-900.
- Woods, S. (2002). Creating inclusive organization: Aligning systems with diversity. Profiles in Diversity Journal, 4(1), 38-39.
- Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement?. Leadership and Organisational Development Journal, 32(4), 399-416.
- Yeh, C. M. (2013). Tourism involvement, work engagement and job satisfaction among frontline hotel employees. Annals of Tourism Research, 42, 214-239.
- Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative Process engagement. Academy of Management Journal, 53(2), 107-128.
- Zhu, W., Avolio, B. J., & Walumbwa, F. O. (2009). Moderating role of follower characteristics with transformational leadership and follower work engagement. Group & Organization Management, 34(5), 590-690.
- Impact of Thera-Pep and Forced Expiratory Technique in Chronic Bronchitis Patients
Authors
1 MPTh (Cardio-Pulmonary), Krishna College of Physiotherapy, Krishna Institute of Medical Science Deemed to be University, Karad, Maharashtra, IN
2 Professor/Unit Head, Krishna College of Physiotherapy, Krishna Institute of Medical Science Deemed to be University, Karad, Maharashtra, IN
3 Dean/Professor/HOD, Krishna College of Physiotherapy, Krishna Institute of Medical Science Deemed to be University, Karad, Maharashtra, IN
Source
Indian Journal of Public Health Research & Development, Vol 11, No 1 (2020), Pagination: 660-665Abstract
Aim: To study the impact of Thera-Pep and Forced Expiratory Technique in Chronic Bronchitis patients.
Objectives: To find the effect of Thera-pep device in mobilizing secretion. To find the effect of forced expiratory technique in mobilizing secretion and To compare the effect of Thera-pep and forced expiratory technique in chronic bronchitis patients.
Materials and Method: 54 patients were included according to inclusion and exclusion criteria, were randomized by chit method into two groups. Group A (Forced Expiratory technique with coughing) and Group B (Thera-PEP device with coughing) - with 27 patients in each group. All the patients were assessed with Six Minute Walk Test (6MWT) and Peak Expiratory Flow Rate (PEFR). The treatment was given for twice a day for 6 days a week for 2 weeks. After 2 weeks, effect of interventions were assessed by 6MWT and PEFR.
Results: There was no significant difference in 6MWT and PEFR score in comparison of both experimental and conventional intervention. The inter group values of 6MWT and PEFR showed significant improvement in chronic bronchitis patients. The intra group values of 6MWT and PEFR showed no significant improvement in comparison of the techniques in chronic bronchitis patients.
Conclusion: Both the techniques are effective on removal and mobilizing of secretion individually in chronic bronchitis patients. However, the techniques when compared with each other were equally effective and there was no significant difference between each other.
Keywords
FET, 6MWT, Chronic Bronchitis, PEFR, Thera-PEP Device.- Empirical Exploration of Preferred Collaborative Knowledge-Sharing Practices in Indian Private Academia
Authors
1 Assistant Professor, Department of Management, IBM, GLA University, Mathura, Uttar Pradesh, IN
Source
International Journal of Knowledge Management and Practices, Vol 7, No 2 (2019), Pagination: 11-16Abstract
The purpose of this study is to empirically explore the best performance indicator pair of collaborative knowledge sharing practices which are segregated on the basis of gender and which are more concerned with organizational effectiveness. These performance indicators are Work culture, Interaction, Willingness to share, Recognition and Information technology.
Methodology/approach/design - This research used a sample of 206 management and technical academicians employed in private technical colleges and universities in NCR (National Capital Region) with the help of simple random sampling. Almost 68% of the respondents were males and 32% of respondents were females with an average tenure of 5.25 years in the present organization. Simple t-test and Levene’s test were used to identify variance and paired Z test was used to find the best performance indicator between the male and female academicians which encouraged collaborative knowledge sharing among them.
Findings - From the analysis, it was observed that out of the five performance indicators, male academicians believed that Recognition indicator was the most appropriate, i.e., they believed that academic institute should symbolically recognize, i.e., either through their websites or various media platforms those academicians who significantly contribute towards collaborative knowledge sharing. In the case of female academicians, Interaction performance indicator was the most significant implying that open and healthy work culture supported a healthy Interaction among the colleagues which promoted innovative ideas for enhancing organizational learning.
Research implications/limitations - The findings were based on data from one country’s specific region. Further exploration of the impact of these performance indicators can be assessed in other set-ups for better understanding. Practical implications - Utilization of knowledge gained through various collaborative knowledge sharing practices can be fruitfully used for increasing organizational effectiveness, which are reflected by the given performance indicators.
Originality/value - In this study, the author tried to bring an original empirical work for better understanding and valuable help to the body of knowledge, which can be further beneficial for organizational effectiveness.
Keywords
Collaborative Knowledge Sharing, Work Culture, Interaction, Willingness to Share, Information Technology, Recognition.References
- Bhusry, M., Ranjan, J., & Nagar, R. (2011). Implementing knowledge management in higher educational institutions in India: A conceptual framework. International Journal of Computer Applications, 29(1), 34-46.
- Bock, G. W., & Kim, Y. G. (2002). Breaking the myths of rewards: An exploratory study of attitudes about knowledge sharing. Information Resources Management Journal (IRMJ), 15(2), 14-21.
- Bock, G. W., Zmud, R. W., Kim, Y. G., & Lee, J. N. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological factors, and organizational climate. MIS Quarterly, 29(1), 87-111.
- Bouthillier, F., & Shearer, K. (2002). Understanding knowledge management and information management: The need for an empirical perspective. Information Research, 8(1).
- Cabrera, A., Collins, W. C., & Salgado, J. F. (2006). Determinants of individual engagement in knowledge sharing. The International Journal of Human Resource Management, 17(2), 245-264.
- Casimir, G., Lee, K., & Loon, M. (2012). Knowledge sharing: Influences of trust, commitment and cost. Journal of Knowledge Management, 16(5), 740-753.
- Cesareni, D., Cacciamani, S., & Fujita, N. (2016). Role taking and knowledge building in a blended university course. International Journal of Computer-Supported Collaborative Learning, 11(1), 9-39.
- Chai, S., Das, S., & Rao, H. R. (2011). Factors affecting bloggers’ knowledge sharing: An investigation across gender. Journal of Management Information Systems, 28(3), 309-342.
- Chang, C. L. H., & Lin, T. C. (2015). The role of organizational culture in the knowledge management process. Journal of Knowledge Management, 19(3), 433-455.
- Chen, B., Scardamalia, M., & Bereiter, C. (2015). Advancing knowledge-building discourse through judgments of promising ideas. International Journal of Computer-Supported Collaborative Learning, 10(4), 345-366.
- Constant, D., Kiesler, S., & Sproull, L. (1994). What’s mine is ours, or is it? A study of attitudes about information sharing. Information Systems Research, 5(4), 400-421.
- Cranfield, D. J., & Taylor, J. (2008). Knowledge management and higher education: A UK case study. Electronic Journal of Knowledge Management, 6(2), 85-100.
- De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Perspectives, 14(4), 113-127.
- Israilidis, J., Siachou, E., Cooke, L., & Lock, R. (2015). Individual variables with an impact on knowledge sharing: The critical role of employees’ ignorance. Journal of Knowledge Management, 19(6), 1109-1123.
- Janz, B. D., & Prasarnphanich, P. (2003). Understanding the antecedents of effective knowledge management: The
- importance of a knowledge-centered culture. Decision Sciences, 34(2), 351-384.
- Jill, A. W. C. W. C., McKinnon, L., & Harrison, G. L. (2003). Organizational cultural: Association with commitment, job satisfaction, propensity to remain, and information sharing in Taiwan. Journal of Development Studies, 39(6), 1-22.
- Kekwaletswe, R. M. (2012). Knowledge sharing in a learning management system environment using social awareness (Chapter 2). In Higher education institutions and learning management systems: Adoption and standardization (pp. 28-49). IGI Global.
- Khalid, A., & Ahmed, M. (2015). Impact of knowledge sharing on organizational learning: Moderating effect of organizational leadership. Asian Journal of Management Research, 5(3), 358-371.
- Lin, H. F. (2007). Knowledge sharing and firm innovation capability: An empirical study. International Journal of Manpower, 28(3/4), 315-332.
- Menkhoff, T., Chay, Y. W., Evers, H. D., & Loh, B. (2007). Leadership in knowledge sharing: Creating value through collaboration. Journal of Asian Business, 22(2), 265.
- Osman, S., Kamal, S. N. I. M., Ali, M. N., Noor, J. M. M., WahiAnuar, M. A., & Othman, R. (2015). Mechanisms of knowledge sharing among undergraduate students in UiTM Johor. Procedia Economics and Finance, 31, 903-908.
- Panahi, S., Watson, J., & Partridge, H. (2016). Information encountering on social media and tacit knowledge sharing. Journal of Information Science, 42(4), 539-550.
- Rasula, J., Vuksic, V. B., & Stemberger, M. I. (2012). The impact of knowledge management on organisational performance. Economic and Business Review for Central and South-Eastern Europe, 14(2), 147.
- Sawng, Y. W., Kim, S. H., & Han, H. S. (2006). R&D group characteristics and knowledge management activities: A comparison between ventures and large firms. International Journal of Technology Management, 35(1-4), 241-261.
- Schulz, M. (2001). The uncertain relevance of newness: Organizational learning and knowledge flows. Academy of Management Journal, 44(4), 661-681.
- Sita Nirmala Kumaraswamy, K., & Chitale, C. M. (2012). Collaborative knowledge sharing strategy to enhance organizational learning. Journal of Management Development, 31(3), 308-322.
- Starbuck, W. H. (1992). Learning by knowledge-intensive firms. Journal of Management Studies, 29(6), 713-740.
- Sulisworo, D. (2012). Enabling ICT and knowledge management to enhance competitiveness of higher education institutions. International Journal of Education, 4(1), 112-121.
- Wang, S., & Noe, R. A. (2010). Knowledge sharing: A review and directions for future research. Human Resource Management Review, 20(2), 115-131.
- Witherspoon, C. L., Bergner, J., Cockrell, C., & Stone, D. N. (2013). Antecedents of organizational knowledge sharing: A meta-analysis and critique. Journal of Knowledge Management, 17(2), 250-277.
- Yang, J. T. (2007). The impact of knowledge sharing on organizational learning and effectiveness. Journal of Knowledge Management, 11(2), 83-90.