期刊名称：International Journal of Academic Research in Business and Social Sciences
电子版ISSN：2222-6990
出版年度：2013
卷号：3
期号：5
页码：115-126
出版社：Human Resource Management Academic Research Society
摘要：Knowledge sharing is one of the elements of knowledge management process which could be effective on employees' happiness. The present survey studied the impact of attitude towards knowledge sharing on employees' happiness in University of Isfahan. It was conducted using descriptive-field methodology. The statistical population included 830 employees of the university among which one-hundred thirty (130) persons were selected through random sampling as research sample. Questionnaire of attitude towards knowledge sharing containing twenty-three questions and questionnaire of employees' happiness containing twenty questions were tools of data collection. Content and face validities and thus the questionnaire were confirmed by supervisors. Also Cronbach alpha coefficient was used to confirm reliability that was obtained equal to 0.89 and 0.83 for components of attitude towards knowledge sharing and employees' happiness respectively. Descriptive statistics methods, t-test and Friedman ranking test were applied for inferential analysis of data. Findings reveal that as the mutual significance level (0.000) is less than 5%, it could be perceived that mean of this item has a significant difference with test value (equal to 3). On the other hand, mean is higher than test value equal to 3 given that lower and upper limits of confidence interval are positive. As a result, research hypothesis is confirmed and employees' attitude towards knowledge sharing is effective on employees' happiness in viewpoint of respondents. If it is intended that employees share their knowledge with others well, existence of a desirable management is necessary
关键词：knowledge; knowledge sharing; employees' happiness; obstacles of knowledge ;sharing ; var currentpos;timer; function initialize() { timer=setInterval("scrollwindow()";10);} function sc(){clearInterval(timer); }function scrollwindow() { currentpos=document.body.scrollTop; window.scroll(0;++currentpos); if (currentpos != document.body.scrollTop) sc();} document.onmousedown=scdocument.ondblclick=initialize;International Journal of Academic Research in Business and Social Sciences ;May 2013; Vol. 3; No. 5 ;ISSN: 2222-6990 ;116 ;www.hrmars.com/journals ;Introduction ;Knowledge sharing is a competitive advantage for the organization that has become important ;in recent years. Knowledge is a quality which distinguishes one individual from others. ;Knowledge sharing among people is conducted through trust building; organizational culture; ;incentives; motivation and personal values and this is useful for the organization too. Most ;researchers consider this issue which indicates undeniable role of attitude towards knowledge ;sharing in employees' happiness who want to continue their existence in current turbulent ;environment. Major objective of this paper was to study the impact of attitude towards ;knowledge sharing on employees' happiness. ;In the following attitude towards knowledge sharing and employees' happiness are mentioned ;first and their dimensions explained. Then the recommended model is tested in the form of a ;case study in University of Isfahan. Finally; discussion and conclusion are represented. ;Literature review ;Knowledge sharing ;When the new knowledge is acquired; it should be transferred to other sectors of the ;organization which need the new knowledge or it could be helpful there. Without this step ;knowledge will have a very low impact on the organization. As a result; knowledge transfer at a ;suitable time and place is the most important section of knowledge storage in the organization ;(Lee & Lee; 2008). Knowledge sharing is set of behaviors including information and knowledge ;exchange and helping others in this regard. It is similar to organizational citizenship behaviors ;that are conducted voluntarily and intentionally in organizations. Using knowledge sharing ;(including implicit and explicit knowledge) is one of the ways to measure knowledge ;management (Yusefi et al; 2011). McDermott (1999) defined knowledge sharing as below: ;when it is said that a person shares his/her knowledge; it means that he/she directs another ;person through his/her knowledge; insight and thoughts to help observe his/her status better. ;In addition; a person who shares his/her knowledge must know the purpose of the shared ;knowledge; its application as well as needs and information gaps of the knowledge receiver. It ;illustrates that all employees do not need to share their knowledge; because their knowledge ;might not be utilized or it might not be used again. Knowledge sharing has often been regarded ;as a process (Alvay & Lidner; 2001). It is a process among people which is not observable easily ;(Rio et al). Researchers have stated that employees are motivated through reward system ;(Davenport & Prusac; 1998).
