ABSTRACT

This case study concerns enterprise with multiple years of experiences in knowledge management. Through tracking for five consecutive years the annual evaluation of knowledge innovation units within the organisation, those highly engaged units were identified and chosen for subsequent analysis based on a KSB-ecological approach to identify enabling internal factors for sustaining knowledge-sharing behaviour of employees. Research outcomes indicate that knowledge sharing of employees can be driven by two types of leadership: the Transformational Leadership that drives knowledge-sharing behaviour with a vision, and the Inclusive Leadership that, by creating a sense of well-being for employees, promotes knowledge sharing as a valuable act of generosity. Research findings may help enterprises facing bottlenecks in knowledge management to redirect attention to changes of leadership style, remove internal barriers to knowledge sharing, and profoundly nurturing employee proactivity towards building an enabling socio-organisational process for knowledge sharing.

摘要

本案例研究涉及具有多年知识管理经验的企业。通过连续五年跟踪组织内知识创新单位的年度评估，识别并选择那些高度参与的单位进行后续分析，基于 KSB 生态方法，确定维持员工知识共享行为的有利内部因素。研究结果表明，员工的知识共享可以由两种类型的领导力驱动：变革型领导力以远见卓识推动知识共享行为，以及包容性领导力，通过为员工创造幸福感，促进知识共享作为一种宝贵的慷慨行为。