The impact of role conflict, role ambiguity, and locus of control on organizational knowledge sharing practices

Event Name/Location

Grand Hyatt, Kauai, HI / January 5-8, 2015

Presentation Date

1-5-2015

Document Type

Conference Proceeding

Presenter(s)

Simon Cleveland, Nova Southeastern UniversityFollow
Timothy J. Ellis, Nova Southeastern UniversityFollow

Proceedings Title

Proceedings from the 48th Hawaii International Conference on System Sciences

ISSN

1530-1605

Description

Knowledge management (KM) literature identifies numerous barriers that inhibit employees’ knowledge sharing practices. Presently, there is a research gap that examines what factors promote such barriers and their direct impact on knowledge seeking and knowledge contributing behaviors via information and communication technologies (ICTs). To bridge the gap, a content analysis study of 104 KM articles identified three contributors to common KM barriers. A proposed causal model based on the contributors was tested using structural equation modeling technique on the responses collected from 314 ICT users. The results demonstrate that role conflict, role ambiguity, and locus of control predicted knowledge seeking and knowledge contributing behaviors via ICTs.

DOI

10.1109/HICSS.2015.457

First Page

3801

Last Page

3810

Comments

Conference website: http://www.hicss.hawaii.edu/hicss_48/apahome48.htm

NSUWorks Citation

Cleveland, Simon and Ellis, Timothy J., "The impact of role conflict, role ambiguity, and locus of control on organizational knowledge sharing practices" (2015). CCE Faculty Proceedings, Presentations, Speeches and Lectures. 55.
https://nsuworks.nova.edu/gscis_facpres/55