The impact of knowledge sharing on work performance : and empirical analysis of the public employees' perceptions in South Korea
By: KANG, Yeo-Jin
.
Contributor(s): KIM, Seok-Eun | CHANG, Gee-Weon.
Material type: 
ArticlePublisher: Philadelphia : Routledge, December 2008International Journal of Public Administration - IJPA 31, 14, p. 1548-1568Abstract: This article examines the impact of knowledge sharing on individual work performance by analyzing perceptions of 323 public employees in South Korea. An analytical model is drawn from an extensive review of literature on knowledge management and sharing from which nine exogenous variables are identified as antecedents of knowledge sharing that affect individual work performance. The results indicate that four exogenous variablesemployee training, reward systems, support from the top management, and openness in communicationare perceived to have a positive influence on employees' knowledge sharing, which, in turn, improved individual work performance. Perceived trustworthiness between individuals involved in knowledge sharing has also positively influenced both knowledge sharing and individual work performance. These results imply that individual work performance may be dependent on the effective use of knowledge sharing.
This article examines the impact of knowledge sharing on individual work performance by analyzing perceptions of 323 public employees in South Korea. An analytical model is drawn from an extensive review of literature on knowledge management and sharing from which nine exogenous variables are identified as antecedents of knowledge sharing that affect individual work performance. The results indicate that four exogenous variablesemployee training, reward systems, support from the top management, and openness in communicationare perceived to have a positive influence on employees' knowledge sharing, which, in turn, improved individual work performance. Perceived trustworthiness between individuals involved in knowledge sharing has also positively influenced both knowledge sharing and individual work performance. These results imply that individual work performance may be dependent on the effective use of knowledge sharing.
Click on an image to view it in the image viewer
There are no comments for this item.