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Introduction
The challenges and growing importance of knowledge and knowledge-sharing in organizations have gained much attention from both researchers and practitioners. According to a survey published by Knowledge Management Review (KMR, 2001), the two most important challenges in launching knowledge management initiatives are "encouraging cultural adoption of knowledge management" and "encouraging people to share." New knowledge is created through knowledge accumulation and exchange. The role of network connections in organizational learning and knowledge sharing is crucial in knowledge management and performance. Social network structure is treated as a contextual factor that defines the relationship, with a focus on collaboration. Through networking, individuals can access valuable information and knowledge. Social relationships add value to organizations by facilitating timely access to sources of information (Tsai and Goshal, 1998). Networking promotes knowledge-sharing among members, providing opportunities for learning and cooperation, facilitating the creation of new knowledge and enhancing performance (Cross and Cummings, 2004; Ng and Chow, 2005). It also enhances the ability to innovate (Tsai and Goshal, 1998). Knowledge sharing and social capital are accepted as having a significant impact on performance. However, the mechanism through which knowledge sharing affects performance is not fully addressed. There is limited evidence in the literature showing the combined effects of these constructs. This study focuses on the gap in empirical work on these relationships. Using the explicit or tacit knowledge and social capital perspective (Spender, 1996) to study social networking, learning, and culture will enrich our understanding of knowledge sharing and work performance.
This study aims to integrate the nature of knowledge and learning intention (i.e., motivation) and their impact on the effectiveness of knowledge sharing. The knowledge sharing-performance relationship can be further improved by testing the moderating effect of social networking and the mediating effect of organizational culture. Network structure plays a major role in constraining or facilitating the effect of knowledge sharing and performance. This study examines the boundary condition or moderating effect of network structure associated with knowledge sharing and its impact on performance. In addition, cultural factors significantly influence the degree of knowledge sharing with others. A collaborative culture facilitates knowledge sharing, transfer, and exchange among members. This study also investigates the mediating effect of a collaborative culture on the knowledge sharing - performance relationship.
This study...