In high technology environments, employees may reduce participation in knowledge sharing activities in an attempt to cope with elevated levels of volatility and frequent structural changes. When knowledge sharing is limited, gaps may increase in the knowledge the organization relies upon to innovate and sustain competitiveness. The findings of the quantitative correlational study were used to analyze the degree to which the variables organizational support, organizational climate, incentives, and power are related to an employee’s willingness to share knowledge within a telecommunications organization located within the Midwestern United States. Study results found that organizational support and organizational climate were positively related, power was negatively related, and incentives were not related to an employee’s willingness to participate in knowledge sharing activities.
|School:||University of Phoenix|
|School Location:||United States -- Arizona|
|Source:||DAI-A 71/02, Dissertation Abstracts International|
|Subjects:||Management, Occupational psychology|
|Keywords:||Knowledge sharing, Learning organizations, Telecommunication industry|
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