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Title: Impact of Perceived Organizational Support on Knowldge Sharing Behaviour
Authors: Rehmat Ullah Khan, Sajjad Afridi
Journal: South Asian Review of Business and Administrative Studies (SABAS)
Publisher: Islamia University, Bahawalpur
Country: Pakistan
Year: 2024
Volume: 6
Issue: 1
Language: English
Keywords: Perceived organizational supportself conceptKnowledge sharing behavior
Purpose: In the context of Human Resource Management, people including both Employers and Employees are intrinsically indulged into the folds of managing knowledge and advocating its sharing owing to worthwhile paybacks. In this study, researcher examined the relationship between Perceived Organizational Support (POS) and Knowledge Sharing Behavior (KSB) using people's Self-Concept (SC.
Design/Methodology/Approach: The hypothesis was tested utilizing a survey data set from 291 Trainees working at a renowned leadership training institute situated in district Mansehra of Khyber Pakhtunkhwa, Pakistan by using SPSS.
Findings: The outcome highlighted that the POS was affirmatively connected to KSB for people with codependent Self and people with an Autonomous Self. Generally, the regulating effect of SC put to light a new vista and created a niche for better comprehension of the linkage between POS and employees’ KSB.
Implications/Originality/Value: The study offers a plausible clue to the question of why organizational support does not often succeed in motivating employees to share their knowledge in the work-place.
To examine the relationship between Perceived Organizational Support (POS) and Knowledge Sharing Behavior (KSB), and to evaluate the moderating effect of Self-Concept (SC) on this relationship.
Quantitative approach using survey data collected from 291 trainees at a leadership training institute in Mansehra, Pakistan. Standardized questionnaires were used to measure POS, KSB, and SC. Data was analyzed using SPSS, employing correlation and regression techniques.
graph TD
A["Data Collection: Survey of 291 trainees"] --> B["Data Analysis: SPSS, Correlation, Regression"]
B --> C["Hypothesis Testing"]
C --> D["Findings: POS impacts KSB, SC moderates POS-KSB"]
D --> E["Conclusion & Implications"]
The study supports Social Exchange Theory and Organizational Support Theory, suggesting that employees who perceive organizational support are more likely to engage in knowledge sharing. The moderating role of Self-Concept highlights that individual personality traits, specifically interdependent versus independent self-construal, influence how employees respond to organizational support and engage in knowledge sharing. Cultural differences, such as those between China and the US, may explain varying POS-KSB relationships due to differing self-construal tendencies.
1. Perceived Organizational Support (POS) has a significant and positive impact on Knowledge Sharing Behavior (KSB).
2. Self-Concept (SC) positively moderates the relationship between POS and KSB.
Perceived Organizational Support positively influences Knowledge Sharing Behavior, and this relationship is significantly moderated by an employee's Self-Concept. Organizations should consider individual self-concept differences when implementing strategies to foster knowledge sharing.
- The study surveyed 291 trainees. (Confirmed in Methodology section)
- The journal is published by the Center for Business Research and Consulting, IBMAS, The Islamia University of Bahawalpur, Pakistan. (Confirmed in header)
- The study found that POS explains 15% of KSB variability. (Confirmed in Table 4 Model Summary)
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