Human resource practices have been found to be critical in knowledge sharing. Thus, this study examined the effects of job satisfaction, employee commitment, workplace friendship and team culture on knowledge sharing. This study used the survey research design. The respondents of the study were employees of the service industry. Multiple linear regression was used to analyse the data. The results show that employee commitment, workplace friendship and team culture explain the variance in knowledge sharing in service firms. The implications of the findings have been discussed at the end of the article.
AnvariRMansorNARahmanPA. (2014) Mediating effects of affective organizational commitment and psychological contract in the relationship between strategic compensation practices and knowledge sharing. Procedia-Social and Behavioral Sciences129: 111–118.
2.
AssudaniRH (2009) Dispersed knowledge work-implications for knowledge intensive firms. Journal of Knowledge Management13(6): 521–532.
3.
BabbieE (2004) Survey research. The Practice of Social Research10: 242–280.
4.
BagozziRPYiY (2012) Specification, evaluation, and interpretation of structural equation models. Journal of the Academy of Marketing Science40(1): 8–34.
5.
BartolKMSrivastavaA (2002) Encouraging knowledge sharing: The role of organizational reward systems. Journal of Leadership & Organizational Studies9(1): 64–76.
6.
BatemanTSOrganDW (1983) Job satisfaction and the good soldier: The relationship between affect and employee “citizenship”. Academy of Management Journal26(4): 587–595.
7.
Becerra-FernandezIGonzalezASabherwalR (2004) Knowledge Management: Challenges, Solutions and Technologies. New Jersey: Pearson Education.
8.
BeliasDKousteliosASdroliasL. (2015) Job satisfaction, role conflict and autonomy of employees in the Greek banking organization. Procedia-Social and Behavioral Sciences175: 324–333.
9.
BermanEMWestJPRichterMNJr (2002) Workplace relations: Friendship patterns and consequences (according to managers). Public Administration Review62(2): 217–230.
10.
BoatengHAgyemangFG (2015) The role of culture in knowledge sharing in a public-sector organization in Ghana: Revisiting hofstede’s model. International Journal of Public Administration38(7): 486–495.
11.
BockGWZmudRWKimYG. (2005) Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quarterly Mar1: 87–111.
12.
BolandRJJrTenkasiRV (1995) Perspective making and perspective taking in communities of knowing. Organization Science6(4): 350–372.
13.
BormanWCMotowidloSJ (1997) Task performance and contextual performance: The meaning for personnel selection research. Human Performance10(2): 99–109.
14.
BowlerMBrassD (2006) Relational correlates of interpersonal citizenship behaviour: A social network perspective. Journal of Applied Psychology91: 70–82.
15.
BurgardCGörlitzK (2014) Continuous training, job satisfaction and gender: An empirical analysis using German panel data. Evidence-based HRM: A Global Forum for Empirical Scholarship2(2): 126–144.
16.
CasimirGLeeKLoonM (2012) Knowledge sharing: Influences of trust, commitment and cost. Journal of Knowledge Management16(5): 740–753.
17.
ÇetinMKarabayMEEfeMN (2012) The effects of leadership styles and the communication competency of bank managers on the employee’s job satisfaction: The case of Turkish banks. Procedia-Social and Behavioral Sciences58: 227–235.
18.
ChangCSChangHC (2009) Perceptions of internal marketing and organizational commitment by nurses. Journal of Advanced Nursing65(1): 92–100.
19.
ChelladuraiP (1999) Human Resource Management in Sport and Recreation. Champaign: Human Kinetics.
20.
ChenCYMaoHYHsiehAT. (2013a) The relationship among interactive justice, leader–member exchange, and workplace friendship. The Social Science Journal50(1): 89–95.
21.
ChoiJN (2006) Multilevel and cross-level effects of workplace attitudes and group member relations on interpersonal helping behavior. Human Performance19(4): 383–402.
22.
CummingsJN (2004) Work groups, structural diversity, and knowledge sharing in a global organization. Management Science50(3): 352–364.
23.
EisenhardtKMSantosFM (2002) Knowledge-based view: A new theory of strategy. Handbook of Strategy and Management1: 139–164.
HashimKFTanFB (2015) The mediating role of trust and commitment on members’ continuous knowledge sharing intention: A commitment-trust theory perspective. International Journal of Information Management35(2): 145–151.
26.
HendriksP (1999) Why share knowledge? The influence of ICT on the motivation for knowledge sharing. Knowledge and Process Management6(2): 91–100.
27.
HuMLMHorngJSSunYHC (2009) Hospitality teams: Knowledge sharing and service innovation performance. Tourism Management30(1): 41–50.
28.
KankanhalliATanBCWeiKK (2005) Contributing knowledge to electronic knowledge repositories: An empirical investigation. MIS Quarterly1: 113–143.
29.
KimSLYunS (2015) The effect of coworker knowledge sharing on performance and its boundary conditions: An interactional perspective. Journal of Applied Psychology100(2): 575.
30.
KramKEIsabellaLA (1985) Mentoring alternatives: The role of peer relationships in career development. Academy of Management Journal28(1): 110–132.
31.
MaoHYHsiehATChenCY (2012) The relationship between workplace friendship and perceived job significance. Journal of Management & Organization18(2): 247–262.
32.
McDermottR (1999) Learning across teams. Knowledge Management Review8(3): 32–36.
33.
MeyerJPAllenNJ (1997) Commitment in the Workplace. Thousand Oaks: Sage.
34.
MirRMirA (2009) From the colony to the corporation studying knowledge transfer across international boundaries. Group & Organization Management34(1): 90–113.
35.
MonalisaMDaimTMiraniF. (2008) Managing global design teams. Research-Technology Management51(4): 48–59.
36.
MorrisonR (2004) Informal relationships in the workplace: Associations with job satisfaction, organisational commitment and turnover intentions. Journal of Psychology33: 114–128.
37.
MorrowPCMcElroyJCScheibeKP (2012) Influencing organizational commitment through office redesign. Journal of Vocational Behavior81(1): 99–111.
38.
MuellerJ (2012) Knowledge sharing between project teams and its cultural antecedents. Journal of Knowledge Management16(3): 435–447.
39.
NielsenIKJexSMAdamsGA (2000) Development and validation of scores on a two-dimensional workplace friendship scale. Educational and Psychological Measurement60(4): 628–643.
40.
NonakaITakeuchiH (1995) The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Press.
41.
O’DellCGraysonCJ (1998) If only we knew what we know. California Management Review40(3): 154–174.
42.
RawlinsWK (1992) Friendship matters: Communication, dialectics, and the life course. New York: Aldine de Gruyter.
43.
ReillyEDhingraKBoduszekD (2014) Teachers’ self-efficacy beliefs, self-esteem, and job stress as determinants of job satisfaction. International Journal of Educational Management28(4): 365–378.
44.
RiegeA (2005) Three-dozen knowledge-sharing barriers managers must consider. Journal of Knowledge Management9(3): 18–35.
45.
SawhneyMPrandelliE (2000) Beyond customer knowledge management: Customers as knowledge co-creators. In: MalhotraY (ed.) Knowledge Management and Virtual Organizations. Hershey: Idea Group Publishing, pp. 258–282.
46.
ScarpelloVCampbellJP (1983) Job satisfaction: Are all the parts there?Personnel Psychology36(3): 577–600.
47.
SiasPM (2005) Workplace relationship quality and employee information experiences. Communication Studies56 (4): 375–395.
48.
SiasPMCahillDJ (1998) From co-workers to friends: The development of peer friendships in the workplace. Western Journal of Communication (includes Communication Reports)62(3): 273–299.
49.
SiasPMHeathRGPerryT. (2004) Narratives of workplace friendship deterioration. Journal of Social and Personal Relationships21(3): 321–340.
50.
SiasPMPedersenHGallagherEB. (2012) Workplace friendship in the electronically connected organization. Human Communication Research38(3): 253–279.
51.
SongS (2006) Workplace friendship and employees’ productivity: LMX theory and the case of the Seoul city government. International Review of Public Administration11(1): 47–58.
StashevskySKoslowskyM (2006) Leadership team cohesiveness and team performance. International Journal of Manpower27(1): 63–74.
54.
SwartJKinnieN (2003) Sharing knowledge in knowledge-intensive firms. Human Resource Management Journal13(2): 60–75.
55.
TangarajaGMohdRRIsmailM. (2015) Fostering knowledge sharing behaviour among public sector managers: A proposed model for the Malaysian public service. Journal of Knowledge Management19(1): 121–140.
56.
TehPLSunH (2012) Knowledge sharing, job attitudes and organisational citizenship behaviour. Industrial Management & Data Systems112(1): 64–82.
57.
Van den HooffBDe RidderJA (2004) Knowledge sharing in context: The influence of organizational commitment, communication climate and CMC use on knowledge sharing. Journal of Knowledge Management8(6): 117–130.
58.
WahL (1999) Making knowledge stick. Management Review88(5): 24–29.
59.
WangSNoeRAWangZM (2014) Motivating knowledge sharing in knowledge management systems a quasi–field experiment. Journal of Management40(4): 978–1009.
60.
WendlingMOliveiraMCarlos Gastaud MaçadaA (2013) Knowledge sharing barriers in global teams. Journal of Systems and Information Technology15(3): 239–253.
61.
YangCLHwangM (2014) Personality traits and simultaneous reciprocal influences between job performance and job satisfaction. Chinese Management Studies8(1): 6–26.
