This chapter aims to clarify two important issues about the research study. Firstly, it provides an overview of the research background and explains the purpose and the rationale of the study. Secondly, the objectives of the study are defined and these are followed by approach and research setting. The chapter ends with an indication of the structure of this study.
1.1 RESEARCH OVERVIEW
Literature of this topic indicates that there is no specific definition for knowledge sharing. Most of the researchers defined knowledge sharing based on their own point of view. Davenport and Prusak (1998) define knowledge management as a process that support knowledge collection, sharing ...view middle of the document...
Grant (1997) says applications of information technologies in Knowledge Management processes focus on strategic implications and can sustain a firm’s competitive advantage. Several researches have argued that issues related to people management in organizations such as attitude and motivation will increased focus in Knowledge Management research and practices (Ruggles,1998).
Knowledge is a key strategic asset for organizations discussed through the literature (Oltra, 2005). Oltra also found that the emphasis was on organization culture and human aspects as potential controls of knowledge. Many researchers believed one way to make the knowledge more powerful is through knowledge sharing practices, so that an employee’s knowledge can be transferred into organisational knowledge through the team’s interaction and communication (Nonaka, 1994).
1.2 RESEARCH SIGNIFICANCE
Studies conducted by Wu and Zhu (2012), found knowledge sharing behaviour influenced by psychological organization and technological factors since this study will focus on HRM practices in the organization. Several questions will be addressed such as how far elements in HRM practices influence the actual knowledge sharing behaviour. This study fills the research gap by investigating the relationship between human resource management practice and individual knowledge sharing behaviour in the organization. McMahan et al (1999) also mentioned the relationships between people management and individual knowledge sharing behaviour has not been examined.
Knowledge sharing has been accepted among the most successful Knowledge Management Strategy and many studies have focused on knowledge sharing in order to enhance the practices from different perspectives. Organisation is required to meet new challenges in Knowledge Management process such as changes in policy, group behaviour, technology and etc. The findings of this study will, therefore, be unique because able to provide the insight factors that motivate knowledge sharing behaviour. In addition, the research findings also will provide guidelines for Human Resource Managers to develop and proposed the appropriate practices in order to motivate knowledge sharing behaviour among employees.
1.3 RESEARCH QUESTIONS AND OBJECTIVES
However, knowledge sharing is not an easy process as knowledge in organisations held by individuals or group therefore, the objective of this research is to identify which Human Resource Management (HRM) strategy is more influential for knowledge sharing behaviours regardless the task assigned to the workers. This project paper goal is to provide sufficient information and techniques on HRM roles that influence knowledge sharing behaviour in any organization.
Major research questions guiding this research were:
Question 1: What are the reasons that employee resist the sharing of knowledge among peers?
Question 2: What are the most important HRM practices resist the sharing of knowledge among employees?