ÇóÎÄÏס°Critical human factor evaluation of knowledge sharing intention in Taiwa

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Chen C W, Chang M L, Tseng C P, et al. Critical human factor evaluation of knowledge sharing intention in Taiwanese enterprises[J]. Human Factors and Ergonomics in Manufacturing & Service Industries, 2013, 23(2): 95-106.

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Human Factors of Knowledge-Sharing Intention among
Taiwanese Enterprises: A Model of Hypotheses
Cheng-Wu Chen,
1,4
Min-Li Chang,
2
and Chun-Pin Tseng
3
1 Institute of Maritime Information and Technology, National Kaohsiung Marine University, Kaohsiung 80543, Taiwan
2 University of Maryland University College, College Park, Maryland
3 Chung Shan Institute of Science and Technology, Armaments Bureau, Taoyuan, Taiwan
4 Global Earth Observation and Data Analysis Center, National Cheng Kung University, Tainan, Taiwan 701 R.O.C.
Abstract
Knowledge management (KM) is very important in the business world of today. The Taiwanese
government has recognized the importance of KM in helping small and medium enterprises (SMEs) to
innovate through both their internal core competencies and external resources. This study combines the
concept of social capital and motivation¨Copportunity¨Cability models by both social and technological
dimensions to investigate the human factors that characterize knowledge sharing and the motivational
elements that can encourage investment in it. In addition, this study also proposes some possible
perspective suggestions for implementing KM initiatives to reinvigorate Taiwanese SMEs.
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2012
Wiley Periodicals, Inc.
Keywords: Knowledge management; Knowledge sharing; Human factor; Taiwanese Enterprises;
Small and medium enterprises
1. INTRODUCTION
Small and medium enterprises (SMEs) serve as the key
economic players in many countries. Davenport, De
Long, and Beers (1998) listed eight specific factors for
a successful KM project. These factors havebeen proven
in previous studies as competent enablers of successful
KM in the SMEs sector (Migdadi, 2009; Wong, 2005;
Wong & Aspinwall, 2005). Some of the success factors,
such as standard and flexible knowledge structures or
a knowledge-friendly culture, require a long develop-
ment period in organizations. Some of these require
capital investment, including technical and organiza-
tional infrastructures, changes in motivational prac-
tices, or multiple channels for knowledge transfer in
Correspondence to: Cheng-Wu Chen, Institute of Maritime
Information and Technology, National Kaohsiung Marine
University, Kaohsiung 80543, Taiwan. phone: 886 78100888
ext. 5310; E-mail: chengwu@mail.nkmu.edu.tw
Received: 28 December 2010; accepted 3 January 2011
View this article online at wileyonlinelibrary.com/journal/hfm
DOI: 10.1002/hfm.20286
order to be implemented properly. The organization
must have two capabilities for successful KM: knowl-
edge reusability through information technologies and
knowledge sharing through formal and informal inter-
actions within employees (Choi & Lee, 2003). Several
other studies have also supported the view that knowl-
edge sharing among organizational employees is a key
step in the process of knowledge management (Alavi
& Leidner, 2001; Cabrera & Cabrera, 2002; and Gupta,
2008). Gupta (2008, p. 188) further stated that ¡°knowl-
edgesharing¡±isabetterdescriptionofwhattheyare
about than ¡°knowledge management.¡± Therefore the
culture of knowledge sharing is one of the essential
preconditions to perform KM in an organization.
Of the 57.72% of SMEs that are classified as single-
ownership enterprises, around 80% of these are family
firms. The managers are from the same family and their
members enjoy priority in the distribution of business
benefits and have more authority within the organi-
zation (Xie, 2004, p.57). In addition, within such an
environment, the ownership and right of management
are held by the same group of people, and most of the
362 Human Factors and Ergonomics in Manufacturing & Service Industries 22 (4) 362¨C371 (2012)
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