Search results

The purpose of this study is to investigate the impact of reward systems on team performance and analyze how satisfaction with rewards can result in better working performance and cohesiveness in the job environment.

Data was collected from 32 single members of different teams working in 10 selected banks from the Middle East and North Africa region.

The analysis from empirical findings reveals that there is a positive link between reward systems and team performance. More particularly, profit sharing has positive effects on team performance and collective bargaining reward systems affect significantly team cohesiveness. These links create an opportunity for employers to use reward systems as a motivating factor to direct team behavior toward more employee retention.

This study contributes to the teamwork performance research stream by empirically studying how rewards improve team performance and cohesiveness in Eastern contexts. Studies in such contexts are relatively rare.

This study explores the perception of employees in textile industry firms in Northern Portugal regarding the influence of leadership and reward systems (RS) on their motivation (intrinsic and extrinsic) and job satisfaction (JS).

A questionnaire was addressed to the employees of 12 firms, obtaining a sample of 256 valid responses, for which a structural equation model was estimated.

The results showed that leadership and RS influence JS only through the mediating effects of intrinsic and extrinsic motivation.

This study makes empirical and theoretical contributions, testing the relationship between leadership and employees' JS and how this relationship can be mediated by RS, and motivation – both intrinsic and extrinsic. Moreover, this study was conducted in Portugal, country where these issues have not been researched jointly before.

Several studies have explored the relationships among the multiple dimensions of knowledge governance mechanisms (KGMs) and knowledge sharing. However, knowledge governance issues and knowledge transfer processes remain under-researched. The empirical results of the relationships among KGMs, motivations to share knowledge and knowledge sharing behavior remain inconsistent. This paper aims at re-examining the mediating effects of knowledge sharing motivations and knowledge sharing opportunities on the relationship between KGMs and knowledge sharing behavior of repatriates at multinational corporations.

Survey data were collected from 140 repatriates from 66 multinational companies that operated in five different geographic locations. Structural equation modelling was used to assess the research model.

The empirical results indicate the mediating roles of knowledge sharing motivation and opportunity in the relationship between KGMs and the knowledge sharing behavior of repatriates. Two sets of KGMs – formal and informal mechanisms – have significant influence on knowledge sharing motivation and opportunity.

This investigation focuses on the functions of KGMs that facilitate the knowledge sharing behavior of repatriates. The contextual effects of task-level, firm-level, and external environmental characteristics on knowledge sharing may need further studies to substantiate.

This study argues that even when employees are encouraged and rewarded by extrinsic and intrinsic motivations to share knowledge, effective knowledge sharing would not necessarily be guaranteed. This paper offers a conceptual framework where knowledge sharing motivations and opportunities simultaneously play the mediating roles in a successful knowledge sharing. The framework associates KGMs with knowledge sharing behavior and echoes the growing acknowledgement of the need for additional research on micro-foundations of knowledge sharing to complement the macro research.

The purpose of this paper is to determine the factors (trust, formalization, knowledge technology, empowering leadership, effective reward systems and motivation) that influence knowledge sharing among the small and medium‐sized enterprises (SMEs) in Malaysia, in order to meet the challenges of today's dynamic business environment.

Systematic sampling was used to select 680 manufacturing sector participants from the SME Corporation Malaysia business directory to participate in the survey, out of which 250 valid responses were returned, yielding a response rate of 36.75 percent. Factor analysis and reliability analysis were conducted before testing the seven hypotheses formulated for this study using regression analysis.

The results indicate that knowledge technology, motivation, effective reward systems, trust and empowering leadership explain up to 60.2 percent of the variance observed in attitude towards knowledge sharing. It was also found that attitude towards knowledge sharing influences intention to share knowledge with an R² of 0.387.

The sample for this study is based on manufacturing sector SMEs only and it is suggested that future studies enlarge the scope to include the SMEs in the service sector.

In order to encourage knowledge sharing within SMEs, firms need to ensure that both the technical (knowledge technology) and social (motivation, effective reward systems, trust and empowering leadership) elements are addressed. Hence, a socio‐technical approach needs to be adopted to ensure the effectiveness of the knowledge management strategies formulated by SMEs.

This study highlights the importance of six factors in encouraging knowledge sharing intentions in SMEs operating within the manufacturing sector and confirms that knowledge technology, which encompasses a range of information and communication technologies does play a pivotal role vis‐à‐vis ensuring that SMEs have favorable attitudes towards knowledge sharing for their sustained competitive advantage.

The primary intent of this research was to determine whether the perceived importance of various rewards is influenced by the career stage of sales managers. This study found that sales managers in different career stages have distinct intrinsic and extrinsic reward preferences that may ultimately affect motivation and productivity. Although several statistically significant differences in intrinsic and extrinsic reward preferences were discerned, some reward perceptions were found to be uniform regardless of sales manager career stage. Sales management implications, limitations, and directions for future research are offered.

The purpose of the study is to develop a conceptual model of knowledge sharing and how knowledge sharing is linked to business performance. The study proposes basic dimensions of knowledge sharing which seem to be poorly defined in the past literature.

The studies were explored from journals which are indexed (Scopus, Thomson Reuters and ProQuest) and specialized in knowledge sharing and business performance. Majority of the papers were available in electronic format, so that papers could be easily explored using the key terms. Various search engines were used to explore the studies such as Google scholar, Emerald insight and ProQuest. Published theses, conference proceedings, working paper series and work in progress were excluded from the search. The review process included the studies from 1987 to 2017. During the review process, papers were explored on the basis of key word search, namely, “Knowledge sharing”, “Business performance” and “Industry type” to reduce interpretation bias.

Knowledge sharing is the significant predictor of business performance and industry type moderates the relationship between knowledge sharing and business performance. The relationship between knowledge sharing and business performance is important in both manufacturing and service organizations. Knowledge sharing dimensions proposed are elementary in nature and require further refinement and development.

The study was approached from a theoretical perspective and the model proposed can be empirically validated by identifying statements for each dimension. Future research should explore the following: As to what extent these dimensions reflect knowledge sharing? Are dimensions chosen carefully? Or do they emerge as a result of previous studies?

The model can be very helpful for managers and practitioners who want to study how knowledge sharing enhances business performance. Managers will be able to understand how industry-specific differences affect business performance through knowledge sharing.

Proposed conceptual model advances the theoretical base of knowledge sharing by suggesting dimensions based on comprehensive review of the literature. The study contributes to knowledge management and business performance literature.

The purpose of this study is to evaluate the effect of motivation on job satisfaction and organizational performance in the context of container shipping companies in Taiwan. Four motivation dimensions were identified based on an exploratory factor analysis, including remuneration, job achievement, job security and job environment. In addition, five job satisfaction dimensions were identified, namely: job policy, job autonomy, job workload, job performance and job status. Organizational performance dimensions included financial and non-financial performance.

Factor analysis was used to summarize a large number of motivation, job satisfaction and organizational performance attributes to identify the crucial factors. Reliability tests based on Cronbach’s alpha and corrected item-total correlation coefficients was used to test the internal consistency of questionnaire responses. ANOVA tests were subsequently used to test for differences in respondents’ perception of these factors according to selected demographics. Finally, a multiple regression model analysis was conducted to examine the relationships between motivation, job satisfaction and organizational performance.

Results indicated that remuneration and job performance had a positive effect on financial performance dimensions such as return on assets, turnover growth rate and profitability while job environment and job autonomy had a positive effect on non-financial performance dimensions, such as customer service, employee productivity and service quality.

This study has drawn attention to the importance of the relationships between motivation, job satisfaction and organizational performance in the container shipping context. The findings have significant implications for researchers and shipping practitioners. Despite the existence of research on the inter-relationships between motivation, job satisfaction and organizational performance in other disciplines, no empirical study was discussed in previous shipping or transportation-related research.

The purpose of this paper is to present a holistic approach regarding evaluation of knowledge management (KM) practices on organizational performance. The effects of seven critical success factors (CSFs), namely leadership role, organizational culture, KM strategy, processes and activities, training and education, information technology, and motivation and rewarding system, on organizational performance in the framework of four perspectives of balance scored card (BSC) approach were surveyed.

The research hypotheses were raised based on the four perspectives of this approach, namely, growth and learning, internal processes, customer and financial. By literature review, CSFs of KM and organizational performance along with their items were identified in the framework of BSC’s perspectives. Based on these constructs and their items an instrument was designed and distributed among managers and employees of the subsidiary firms of Iran National Petrochemical Company (INPC). Reliability of the instrument was calculated by Chronbach’s α for the two sections of the instrument i.e. KM practices and organizational performance. Also, using factor analysis the construct validity of the questionnaire was approved. Finally, based on the hypotheses of the study and using structural equation modeling the impacts of KM practices on organizational performance were investigated.

The results revealed that KM practices positively and meaningfully (though weak) impact overall organizational performance. This impact is significant only regarding growth and learning dimension and on the other dimensions is insignificant. Also, as customer and financial constructs were loaded on one factor based on the entity of their indicators we considered these two constructs as stakeholders construct. In addition, among the above mentioned seven CSFs, motivation and rewarding system obtained the lowest rank among the survey organizations.

The sample is restricted to only three companies, so gathering data from various parts of Iran including both manufacturing and service industries could increase the generalizability of the results obtained. Also, as in this study the data gathered were cross-sectional, a longitudinal study could help gain deeper understanding of the cause-and-effect relationship among the variables.

The most significant gap in the literature is the lack of enough application of statistical and comprehensive methods like BSC that KM makes a difference to organizational performance. This study contributes to the field of KM by empirically investigating the impact of KM practices on various measures of organizational performance in order to prove the suitability of a comprehensive approach like BSC.

This paper’s aim is to inspect the influence of trust, motivation and rewards on knowledge-sharing attitudes among secondary and higher secondary students in Bangladesh.

A sample of 200 Bangladeshi students from secondary and higher secondary-level educational institutions in Dhaka city participated in this study. Data were analysed using exploratory factor analysis followed by confirmatory factor analysis and structural equation modelling techniques.

The findings suggested that trust variables play a significant role in encouraging knowledge-sharing behaviour among the students.

This research also provides a guideline to teachers and policymakers on enhancing a knowledge-sharing environment among secondary and higher secondary-level students.

This paper is a pioneer in understanding knowledge-sharing patterns among secondary and higher secondary students in a developing country such as Bangladesh.

Because organisational management systems tend to grow organically over time, they are often at cross‐purposes with overall objectives, systems and cultures. This phenomenon is examined with particular attention paid to personnel management, motivation and reward systems.