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A cultural contingency model of knowledge sharing and job performance

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dc.contributor.authorVenkatesh, Viswanathen
dc.contributor.authorDavis, Fred D.en
dc.contributor.authorZhu, Yapingen
dc.date.accessioned2022-05-24T12:23:07Zen
dc.date.available2022-05-24T12:23:07Zen
dc.date.issued2022-02-01en
dc.date.updated2022-05-08T23:43:46Zen
dc.description.abstractDrawing from the knowledge management literature, we developed and tested a nomological network related to knowledge sharing – i.e., knowledge seeking and knowledge providing using knowledge management systems. We investigated the effect of cultural contingencies on the prediction of both knowledge seeking and knowledge providing. In addition, we examined the effect of knowledge sharing using a KMS on employee job performance. We conducted a study using a field survey of 224 employees in an organization in the People's Republic of China and United States. We found that sensitivity to image and sensitivity to organizational incentives influenced both knowledge seeking and knowledge providing, and the effect was varied across individuals with different cultural values. For example, our findings suggested that the negative relationship between sensitivity to image and knowledge seeking was stronger for individuals with collectivistic values than for those with individualistic values. We also found that both knowledge seeking and knowledge providing led to better job performance.en
dc.description.versionAccepted versionen
dc.format.extentPages 202-219en
dc.format.extent18 page(s)en
dc.format.mimetypeapplication/pdfen
dc.identifier.doihttps://doi.org/10.1016/j.jbusres.2021.07.042en
dc.identifier.eissn1873-7978en
dc.identifier.issn0148-2963en
dc.identifier.orcidVenkatesh, Viswanath [0000-0001-8473-376X]en
dc.identifier.urihttp://hdl.handle.net/10919/110152en
dc.identifier.volume140en
dc.language.isoenen
dc.publisherElsevieren
dc.relation.urihttp://gateway.webofknowledge.com/gateway/Gateway.cgi?GWVersion=2&SrcApp=PARTNER_APP&SrcAuth=LinksAMR&KeyUT=WOS:000763037600001&DestLinkType=FullRecord&DestApp=ALL_WOS&UsrCustomerID=930d57c9ac61a043676db62af60056c1en
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subjectCultural contingenciesen
dc.subjectJob performanceen
dc.subjectKnowledge managementen
dc.subjectSensitivity to imageen
dc.subjectSensitivity to organizational incentivesen
dc.subjectENTERPRISE SYSTEM IMPLEMENTATIONen
dc.subjectINFORMATION-TECHNOLOGYen
dc.subjectMANAGEMENT-SYSTEMSen
dc.subjectINTERNATIONAL-BUSINESSen
dc.subjectINTRINSIC MOTIVATIONen
dc.subjectSUPPORT STRUCTURESen
dc.subjectUNIFIED THEORYen
dc.subjectHEALTH-CAREen
dc.subjectIMPACTen
dc.subjectACCEPTANCEen
dc.titleA cultural contingency model of knowledge sharing and job performanceen
dc.title.serialJournal of Business Researchen
dc.typeArticle - Refereeden
dc.type.dcmitypeTexten
dc.type.otherArticleen
dcterms.dateAccepted2021-07-21en
pubs.organisational-group/Virginia Techen
pubs.organisational-group/Virginia Tech/Pamplin College of Businessen
pubs.organisational-group/Virginia Tech/Pamplin College of Business/Business Information Technologyen
pubs.organisational-group/Virginia Tech/All T&R Facultyen
pubs.organisational-group/Virginia Tech/Pamplin College of Business/PCOB T&R Facultyen

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