What makes people share knowledge? An investigation on the roles of organizational learning culture, creative self-efficacy, and organizational identification

Authors: Wei-Yuan Lo; Chun-Yu Lin; Yu-Shan Chen

Journal: Corporate Management Review. Jun. 2024, 44(1): 127-161

Keywords: Knowledge-sharing behavior, organizational learning culture, creative self-efficacy, organizational identification, cross-level analysis

Abstract:
Drawing on social cognitive theory and social identity theory, we investigated the effects that organizational learning culture, creative self-efficacy, and organizational identification have on the knowledge-sharing behavior. Based on a multi-level research design, we surveyed 909 public-sector employees from 40 Taiwanese government agencies. We found that organizational learning culture, creative self-efficacy, and organizational identification had significant positive effects on knowledge-sharing behavior. Additionally, creative self-efficacy and organizational identification played critical roles since these two individual factors mediated the relationships between organizational learning culture and knowledge-sharing behavior. Our findings suggest that organizations should create favorable organizational contexts capable of reinforcing employee creative self-efficacy and employee organizational identification, which, in turn, promote knowledge-sharing behavior. This study also provides insights for future cross-level integration analyses concerning how relationships between organizational factors and individual factors can benefit organizations and employees.