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Improving Knowledge-Sharing Intentions: A Study in Indonesian Service Industries

Author

Listed:
  • David Afandy

    (Department of Business Administration, Parahyangan Catholic University, Bandung 40141, Indonesia
    MBA Department, Parahyangan Catholic University, Bandung 40141, Indonesia)

  • Agus Gunawan

    (Department of Business Administration, Parahyangan Catholic University, Bandung 40141, Indonesia
    MBA Department, Parahyangan Catholic University, Bandung 40141, Indonesia
    NEIMED, Socio-Economic Knowledge Institute, 6419 AT Heerlen, The Netherlands)

  • Jol Stoffers

    (NEIMED, Socio-Economic Knowledge Institute, 6419 AT Heerlen, The Netherlands
    Faculty of Management, Open Universiteit of the Netherlands, 6419 AT Heerlen, The Netherlands
    Research Centre for Employability, Zuyd University of Applied Sciences, 6131 MT Sittard, The Netherlands)

  • Yoke Pribadi Kornarius

    (Department of Business Administration, Parahyangan Catholic University, Bandung 40141, Indonesia)

  • Angela Caroline

    (Department of Business Administration, Parahyangan Catholic University, Bandung 40141, Indonesia)

Abstract

Managers of service firms should improve the knowledge-sharing intentions among employees to obtain knowledge stored in them and use it to provide better services to customers. Across types of organizations, especially professional bureaucracies and operating adhocracies, one question is whether service firms can use the same information technology infrastructure strategy to improve workers’ knowledge-sharing intentions. To address this question, 347 respondents working in service industries participated in this study, and focus group discussions were conducted among representatives of those firms to produce better interpretations of statistical results. Findings suggest a weak but significant relationship between information technology infrastructure and knowledge-sharing intentions. While entering a new normal period after the COVID-19 pandemic, effective information technology infrastructures appear to represent a natural and ordinary facility. Despite operating in disparate organization types, managers in both professional bureaucracies and operating adhocracies should build trust and relationships with workers to increase knowledge-sharing intentions.

Suggested Citation

  • David Afandy & Agus Gunawan & Jol Stoffers & Yoke Pribadi Kornarius & Angela Caroline, 2022. "Improving Knowledge-Sharing Intentions: A Study in Indonesian Service Industries," Sustainability, MDPI, vol. 14(14), pages 1-11, July.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:14:p:8305-:d:857434
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    References listed on IDEAS

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    1. Vida Davidavičienė & Khaled Al Majzoub & Ieva Meidute-Kavaliauskiene, 2020. "Factors Affecting Knowledge Sharing in Virtual Teams," Sustainability, MDPI, vol. 12(17), pages 1-16, August.
    2. Mohammed Saleem Alshurah & Abdelrahim Zabadi & Amnah Hassan Dammas & Dalia Dammas, 2018. "Impact of Organizational Context & Information Technology on Employee Knowledge Sharing," International Journal of Business and Management, Canadian Center of Science and Education, vol. 13(2), pages 194-194, January.
    3. Xing Zhang & Shan Liu & Xing Chen & Yeming Gong, 2017. "Social capital, motivations, and knowledge sharing intention in health Q&A communities," Post-Print hal-02312039, HAL.
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    Cited by:

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    2. Junuo Zhou & Lin Yang, 2022. "Network-Based Research on Organizational Resilience in Wuhan Thunder God Mountain Hospital Project during the COVID-19 Pandemic," Sustainability, MDPI, vol. 14(16), pages 1-23, August.

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