• Korean Journal of Child Studies
• /
• v.9 no.1
• /
• pp.33-46
• /
• 1988

The purpose of this study was to investigate the effects of age, sex, and friendship type on child's shared knowledge of a friend. The following hypotheses were raised; Child's shared knowledge of friend would increase with age, shared knowledge of girls would be higher than that of boys shared knowledge of girls would be higher than that of boys shared knowledge in a mutual friendship would be higher than in a unilateral friendship, there would be an interaction effect between age and friendship type in child's shared knowledge of friend. The subjects of this study consisted of 80 boys and girls, 8- and 11-year-olds. Shared knowledge of a friend was measured with a modified version of the 70 picture items developed by Ladd and Emerson (1984). The obtained data were analyzed by three-way ANOVA. Child's shared knowledge of a friend increased with age. Girls exhibited greater ORSK (other-referenced shared knowledge) than did boys, but there was no significant difference between girls and boys in SRSK (the selfreferenced shared knowledge). Mutual friendships exhibited greater SRSK than did unilateral friendships, but there was no significant difference between mutual friendship and unilateral friendship in ORSK. There was a significant interaction effect between age and friendship type in child's shared knowledge of friend.

• Knowledge Management Research
• /
• v.11 no.2
• /
• pp.57-73
• /
• 2010

This research investigated the effect of human resource practices on knowledge sharing. We developed and tested a mediation model of how human resource practices affect shared vision and codes which facilitates knowledge sharing. A field study of the R&D centers in knowledge-intensive industries showed that commitment-based human resource management systems were positively related to shared vision and codes and knowledge sharing, and the relationship between HR practices and knowledge sharing was fully mediated through shared vision and codes. This study contributed to the extant literature pertaining to the antecedents of knowledge sharing through focusing on the role of HR practices and shared vision and codes.

• Knowledge Management Research
• /
• v.6 no.2
• /
• pp.67-90
• /
• 2005

Attention has been focused recently on the concept of shared cognition which encompasses the notion that effective team members hold knowledge that is overlapping and complementary with teammates. This shared cognition is expected to improve team effectiveness. In contrast to the continued efforts in developing theoretical approach of shared cognition, empirical studies are meager. Thus, we conducted an empirical study to investigate the role of shared cognition on team effectiveness. This study classifies shared cognition into two types, team mental model and transactive memory system, by shared meaning. A total of 121 new product development teams in the IT industry were surveyed for the data collection. The results of analysis can be summarized as follows: first, team mental model has a positive influence on team performance, team innovative behavior and team learning effect. And the relation with team mental model and team performance is moderated by the similarity of knowledge structure among the expert. Second, transactive memory system has a positive influence on team performance, team innovative behavior and team learning effect.

• Asia pacific journal of information systems
• /
• v.13 no.1
• /
• pp.197-211
• /
• 2003

Intensified competition, splintered mass market, shortened product life cycles, and advanced technology and automation let companies to crease the IT investment to meet the changes, Although IT investment increased, IS didn't show the visible outcome. One of the major interest of IS managers is how to demonstrate the business value of the firm's investment in information technology. This paper proposes the revised model of Nelson & Cooprider(1990) regarding shared knowledge between IS and line groups. Knowledge can be shared through mutual trust, mutual influence and communication between these two groups. The revised model including communication is tested empirically using LISREL. The results show that shared knowledge mediated the relationship between IS performance and mutual trust, mutual influence and communication. And shared knowledge between IS and line groups increase IS performance. IS managers should develop mutual trust, mutual influence and communication between these groups to achieve more shared knowledge and higher IS performance.

• The Journal of the Korea Contents Association
• /
• v.19 no.9
• /
• pp.485-500
• /
• 2019

In this study, we examined the effect of shared leadership on organizational trust, knowledge sharing, and innovative behavior. Also, it was verified that organizational trust and knowledge sharing play a mediating role in the relationship between shared leadership and innovative behavior. Data were collected from a survey of 348 manufacturing workers in Ulsan and Gyeongju. SPSS 22 was used for frequency analysis and exploratory factor analysis. AMOS 22 was used for confirmatory factor analysis to verify the validity of the variables and for covariance structure analysis to verify the research hypothesis. The results of this study are as follows. First, shared leadership has a significant positive effect on organizational trust, knowledge sharing, innovative behavior. Second, organizational trust has a significant positive effect on knowledge sharing and innovative behavior. Third, knowledge sharing has a significant positive effect on innovative behavior. Finally, organizational trust and knowledge sharing play a partial mediating role in the relationship between shared leadership and innovative behavior. The result of this study suggests that organizational trust and knowledge sharing should be strengthened through shared leadership in order to increase the innovative behavior of organization members.

• The Journal of Information Systems
• /
• v.26 no.3
• /
• pp.91-118
• /
• 2017

Purpose The purpose of this research is to investigate the effect of social capitals on organizational knowledge sharing characteristics and individual innovation activities in community of practice (CoP) of manufacturing company. Design/methodology/approach For this purpose, we divide social capitals as three dimensions, i.e. structural, relational, and cognitive dimension. Structural dimension also consists of closure and Brokerage. Relational social capital is defined as trust about colleagues, superior authorities, and organization. Then, cognitive social capital is defined as a shared understanding among individuals, such as a shared language and codes within CoP. Knowledge Sharing is defined as quantity and quality of shared knowledge. We also defines the cause and effect relationships among social capitals, organizational knowledge sharing characteristics, and individual innovation activities in CoP of manufacturing company as follows. The social capitals will have positive effects on quality of shared knowledge. Then the quality of shared knowledge will have positive effects on the individual innovation activities. This paper tested the validity of these hypothesized casual effects and the sub-hypothesized causal relationships. For the purpose, we used the Partial Least Squares (PLS) for analyzing the causal relationships. Findings Our empirical results show that social capitals of CoP mostly have effects on organizational knowledge sharing characteristics (quantity and quality of shared knowledge) and knowledge sharing activities also have effects on individual innovative activities in the workplace. In this study, these result have a significant implication that a private company will be able to gain organizational innovative performance much better by strengthening CoP supporting activities.

• Asia-pacific Journal of Multimedia Services Convergent with Art, Humanities, and Sociology
• /
• v.8 no.9
• /
• pp.647-658
• /
• 2018

Modern society is complex and rapidly changing, and knowledge sharing is needed to acquire and create knowledge. Knowledge sharing is the act of providing information knowledge and know-how of their own in order to cooperate with or help their colleagues. This study presents a research model using social capital theory to explain the mobile knowledge sharing behavior of virtual community members. Based on previous studies, social capital theory is divided into structural, relational, and cognitive aspects. It was composed of social interaction ties as a measure of structural aspect, trust as a measure of cognitive aspect, shared language, shared vision and relational aspect. After collecting survey data, factor analysis and regression analysis were performed using SPSS 22. In this way, we examined how the detailed factors of social capital affect information sharing behavior and how the level of knowledge sharing affects community promotion. The results showed that social interaction ties, shared language, shared vision, and trust affect knowledge sharing. Knowledge sharing has had a positive impact on community promotion.

• Journal of Korea Technology Innovation Society
• /
• v.9 no.4
• /
• pp.884-908
• /
• 2006

The focus of this study is to analyze the link between existing knowledge in the organization and NPD performance. After a comprehensive literature review, we identified factors influential in the management of existing knowledge, such as efficiency of information acquisition, shared interpretation, structure of organization. Through an empirical research, we found that existing knowledge was positively associated with the efficiency of information acquisition and shared interpretation. Additionally, a strong relationship was found between information acquisition efficiency and NPD. Shared information, however, was not found to be associated with NPD. This result, make us recognize the necessity to better understand some subprocesses through which existing knowledge affects new product performance.

• Knowledge Management Research
• /
• v.14 no.2
• /
• pp.117-135
• /
• 2013

In a contemporary organization, the role of social capital has been increasingly important in sharpening knowledge management practices. The primary objective of this paper is to propose a research model to measure the effects of social capital on individual performance. The model also investigates the mediating mechanism of knowledge acquisition and knowledge transformation, both of which are critical in fostering an enterprise's absorptive capacity. The field data was collected from a knowledge-centric organization. The analysis result reveals that shared goal is crucial in enabling knowledge processes. Furthermore, it is found that knowledge transformation rather than knowledge acquisition is more likely to lead to individual task performance.

• Journal of Information Technology Services
• /
• v.14 no.2
• /
• pp.315-335
• /
• 2015

The New Way of Working (NWOW) is changing the world in which we work today. The principles of NWOW are based on freedom of time and place to work, and steering on output (results) instead of input (presence). As NWOW is a relatively new phenomenon, research on the effect of NWOW on knowledge sharing in organizations is scarce. In this research two multiple-case studies were performed to investigate the effect of the New Way of Working on knowledge. In the first study (A) different knowledge sharing scenarios were used at organizations that were in the process of implementing NWOW. This provided the opportunity to compare the sharing of knowledge between 'NWOW workers' and employees that still worked in the traditional way (non-NWOW workers). In total 216 scenario results were evaluated to determine differences in channel choice between the traditional and new work environment. For the second study (B) a Knowledge Sharing Framework was developed, based on the theories of Nonaka and Alavi & Leidner. This framework was used to determine the type of knowledge shared, e.g. tacit or explicit knowledge, in 84 situations. Additionally, to measure the level of NWOW adoption, a NWOW Analysis Monitor was used. The results show that NWOW workers use more different communication channels than traditional workers. When knowledge workers become more mobile, they will exchange knowledge less explicit (codified) and more tacit (personalized), use less face-to-face communication, but more video calls and e-mail. The adoption of the principles of NWOW seems to have a balancing effect on the knowledge that is shared in a tacit and explicit way, which in the view of Scheepers et al. is an effective knowledge sharing strategy. The research results show organizations need to realize that the New World of Working is affecting the way knowledge is shared. Missing out on this development may result in the loss of important knowledge and impact the operation of organizations.