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The construct of knowledge sharing has been studied from different facets. Knowledge sharing includes not only the transmission (sending) of knowledge but also the absorption of the knowledge by the receiver (Khalil & Shea, 2012).
The Literature suggests that top management supports are positively associated with knowledge sharing (Gupta, 2008; Hsu & Wang, 2008). Jennex et al. (2008) suggest that continuous management support is a critical success factor and also necessary for sustaining knowledge management success. However, CEO’s and other critical decision makers provide the necessary environment that encourages knowledge management through knowledge creation and reuse and provides the necessary resources for the effective knowledge management initiative.
Continuous senior management support is a critical success factor and significantly influences knowledge sharing process through employees’ perception of a knowledge sharing culture and their willingness to share knowledge, providing the management environment that encourages KM through knowledge creation and reuse by members of the organization (Connelly & Kelloway, 2003; Lin, 2007, Jennex et al., 2008, Wang & Noe, 2010, Mathew et al., 2012). However, Wickramasinghe & Widyaratne (2012) did not find evidence for a positive and significant relationship between team leader support and knowledge sharing.