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- W2998082503 abstract "Intra-organisational knowledge sharing is central to effective organizational functioning. However, there is limited empirical research on the socio-psychological factors that affect intra-organisational knowledge sharing. Further, most organisations are comprised of multiple units or divisions, making research on boundaries and silos highly relevant given that knowledge is often transferred across some level of organisational boundary. Finally, it has been noted that one of the fundamental reasons for the high rates of failure of mergers and acquisitions is the lack of knowledge sharing after the amalgamation process has taken place. To this end, this thesis adopted an integrated approach and examined inter-group and sociopsychological determinants of knowledge sharing in a post-merger, multi-unit organisation. This research project was a case study of one of Australia’s largest privately owned industrial services organisations. The project utilised a combination of qualitative and quantitative research methodologies. Study 1 utilised an in-depth convergent interviewing protocol, with 22 full-time employees to identify the sociopsychological factors that facilitate or inhibit knowledge sharing behaviour. The main themes to emerge from the interviews were interpersonal factors; inter-group factors; organisational support structures; organisational culture; knowledge sharing attitudes; communication; knowledge type; and merger attitudes. Study 2 employed a survey questionnaire (N = 121) to extend Study 1 and empirically examine the direct effects of the key socio-psychological factors on intra-organisational knowledge sharing. Results demonstrated that all key sociopsychological factors (knowledge source characteristics, collaborative culture, collaborative supervisor communication, organisational support structures and knowledge type) significantly predicted knowledge sharing behaviour. Further, it was demonstrated that collaborative supervisor communication was the strongest predictor of knowledge sharing within work units, while organisational support structures were the strongest predictors of knowledge sharing between work units." @default.
- W2998082503 created "2020-01-10" @default.
- W2998082503 creator A5003512295 @default.
- W2998082503 date "2019-12-19" @default.
- W2998082503 modified "2023-09-24" @default.
- W2998082503 title "UQ eSpace" @default.
- W2998082503 doi "https://doi.org/10.14264/483c7c8" @default.
- W2998082503 hasPublicationYear "2019" @default.
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