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Can organizational knowledge capabilities affect knowledge sharing behavior?

Chyan Yang

Institute of Business and Management and Institute of Information Management, National Chiao Tung University, Taiwan, professor.yang{at}gmail.com

Liang-Chu Chen

Department of Information Management, Management College, National Defense University, Taiwan

Recent concerns about the issue of knowledge management (KM) within an organization have accentuated the need for more efficient and effective knowledge sharing - that is, knowledge sharing plays an increasingly significant role in determining the outcomes of KM. Most scholars explore this issue from the economic perspective, while only a few research studies have focussed on organizational capabilities. Drawing from the theories of resource-based view and KM, this study aims to investigate the relationship between organizational knowledge capabilities (OKC) and knowledge sharing (KS). Using regression analysis with data from questionnaires collected in different industries with a valid response rate of 62.4%, the results show that OKC have a positive association with KS. Technical, structural, and human knowledge capabilities are significant for organizational knowledge sharing. Moreover, the effects of implementing KM on OKC and KS are also significant.

Key Words: knowledge management • knowledge sharing • organizational knowledge capability

Journal of Information Science, Vol. 33, No. 1, 95-109 (2007)
DOI: 10.1177/0165551506068135
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