Managerial roles on knowledge sharing behaviour among Malaysian civil servants
Knowledge management (KM) has become a primary pillar for knowledge initiatives within the private and public sectors. Although Malaysia is rapidly moving towards a knowledge-based economy, current research shows that the Malaysian public sector is not ready to embark on knowledge sharing (KS) initi...
保存先:
| 第一著者: | |
|---|---|
| フォーマット: | 学位論文 |
| 言語: | English |
| 出版事項: |
2016
|
| 主題: | |
| オンライン･アクセス: | http://eprints.utm.my/id/eprint/77946/1/SunitaRegaKathiraveluPFM2016.pdf http://eprints.utm.my/id/eprint/77946/ http://dms.library.utm.my:8080/vital/access/manager/Repository/vital:97593 |
| タグ: |
タグ追加
タグなし, このレコードへの初めてのタグを付けませんか!
|
| 要約: | Knowledge management (KM) has become a primary pillar for knowledge initiatives within the private and public sectors. Although Malaysia is rapidly moving towards a knowledge-based economy, current research shows that the Malaysian public sector is not ready to embark on knowledge sharing (KS) initiatives. In this sector, Administrative and Diplomatic Officers (PTD) play a crucial role in developing initiatives and implementing national policies aimed towards influencing knowledge productivity within the country. This study investigates how PTD demonstrate their managerial roles to cultivate knowledge sharing behaviour (KSB) within the public sector. Organisational culture (clan and hierarchical cultures) was also examined as a moderator of the study. A positivist approach was utilized through the collection of questionnaires from PTD of twenty four ministries in Putrajaya, Malaysia. Based on purposive sampling, seventeen respondents who fulfilled the research requirements were chosen from each ministry. Findings revealed that interpersonal and informational roles have significant relationships towards cultivating a positive KSB, as one desire to acquire and share knowledge will be higher in a friendlier, closer and more participative culture. However, hierarchical cultured organisations with multiple levels of rules and strict approval stages were found to be insignificant in the establishment of an effective KSB in the civil service. Based on the findings, there is a need for proper placement of PTD as it can influence an effective formation of KSB as well as creating a more harmonious working environment that emphasizes on building trust. This set up will eventually contribute to the improvement in the delivery of knowledge sharing behaviour. |
|---|