Exploring the challenges, trends and issues for knowledge sharing. A study on employees in public sector universities
| Pages | 2-15 |
| Published date | 13 February 2017 |
| DOI | https://doi.org/10.1108/VJIKMS-06-2016-0036 |
| Date | 13 February 2017 |
| Author | Farwa Muqadas,Muqqadas Rehman,Usman Aslam,Ubaid- Ur-Rahman |
| Subject Matter | Information & knowledge management,Knowledge management,Knowledge management systems |
Exploring the challenges, trends
and issues for knowledge sharing
A study on employees in public
sector universities
Farwa Muqadas, Muqqadas Rehman and Usman Aslam
Superior University, Lahore, Pakistan, and
Ubaid-Ur-Rahman
Department of Management sciences,
Virtual University of Pakistan, Punjab, Pakistan
Abstract
Purpose –This study aims to explore the challenges to knowledge sharing (KS) in the context of public sector
universities in developing countries. Furthermore, it explores why knowledge hoarding behaviour is ourishing
even when employees are encouraged to share their knowledge in organisations and are rewarded for doing so.
Design/methodology/approach –Research data were collected from vice chancellor, registrar,
professors, assistant professors and lecturers using an interview technique. They shared their knowledge,
expertise, experiences and understanding about issues relating to KS practices in public universities. These
interviews were thematically analysed using the NVivo 11-Plus software and different themes emerged.
Findings –Theresults reveal that hoard knowledge to gain power, authority, inuence, promotion opportunities
and employee favouritism negatively inuence KS practices. Furthermore, an unsupportive culture and a poor
linkage between KS and rewards negatively inuence KS practices in public sector universities.
Research limitations/implications –The present study aids academic leadership in designing policies
and strategies to enhance KS among faculty staff and to create a supportive KS culture. These results are
useful for top management ofcials of public sector universities, especially in developing countries, and for
policy makers, who can plan and execute effective policies to foster KS behaviour.
Originality/value –The originality can be viewed as a new window open towards the motivation of the
university staff to hoard their knowledge instead of sharing it. This study gives the novel conceptual model
based on why people do not share their knowledge and how KS practices can be fostered among the employees
in public sector universities. Few studies have been conducted to explore KS issues in the real context of
developing countries, and specically in the Asian culture.
Keywords Knowledge sharing, Challenges, Knowledge hoarding, Public sector universities
Paper type Research paper
Introduction
During the past two decades, industrial revolution and stiff business competition had a
major inuence on the resources, capabilities, strategies, mission and vision of dynamic
organisations. Intellectual capital is the most important resource for providing a competitive
edge and survival of organisations in a turbulent business environment. An organisation
may have nancial resources, latest technology, xed assets and loyal customers, but human
capital is the core competency in an organisation (Muqadas et al., 2016). Competent
employees are involved in acquiring, creating, sharing and exploiting knowledge in the wide
interest of their organisations (Henri, 2016). According to the knowledge theory, knowledge
is considered an intellectual asset and a major source of power and competitive advantage
(Grant, 1996a,1996b). Knowledge development, knowledge life cycle, knowledge sharing
The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/2059-5891.htm
VJIKMS
47,1
2
Received 25 June 2016
Revised 2 October 2016
Accepted 17 October 2016
VINEJournal of Information and
KnowledgeManagement Systems
Vol.47 No. 1, 2017
pp.2-15
©Emerald Publishing Limited
2059-5891
DOI 10.1108/VJIKMS-06-2016-0036
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