International Journal of Organizational Leadership

This study investigated the effect of trust, motivation, and reward on the willingness to share knowledge on social networks by the Shiraz University of Medical Sciences (SUMS) staff. The instrument of the present study was a researcher-made questionnaire in which formal-content validity was confirmed, and its reliability, according to Cranach's alpha coefficient, was equal to .90. The study's statistical population was 27506, including employees and faculty members, according to the Krejcie and Morgan table, the sample size was 379. The results showed that the importance of knowledge sharing among employees and commitment to the university were two effective components of intrinsic motivation. Support of university administrators for knowledge sharing and improving the status of social pages (38.8%) through knowledge sharing were two effective components of external motivation for employee knowledge sharing in social networks. "Fear of employees being replaced" and "fear of losing a job" were two negative and very weak components of the trust variable on knowledge sharing. "Financial incentives" and "job promotion" were among the influential components of the reward variable, which "greatly" affected the sharing of knowledge in social networks. Paying more attention to evaluating the performance of employees and financial rewards by managers can be effective in sharing knowledge and motivation.

This research explored the mechanisms by which time-pressure may influence different
knowledge-based behavior, e.g., knowledge sharing and knowledge hiding. Based on the strength
model of self-control, we proposed that ego depletion may explain why time-pressure may
decrease knowledge sharing and increase knowledge hiding. Moreover, based on the job demand
control model, we also proposed that job autonomy would weaken the positive association
between time-pressure and ego depletion. To test our hypotheses, we conducted a daily diary study
over ten workdays. We recruited 24 employees from a post-graduate class in a university in
Myanmar to participate in our study and made 153 observations. We found that time-pressure was
associated with increased ego depletion. We also found a positively but marginally significant
association between time-pressure and evasive knowledge hiding and playing dumb knowledge
hiding. A small negative mediation effect of ego depletion was found on the relationship between
time-pressure and knowledge sharing. Moreover, we found a significant moderation effect of job
autonomy on the relationship between time-pressure and ego depletion. This study contributes to
extant research by exploring for the first time the underlying mechanisms by which time-pressure
influences knowledge sharing and clarifying the mixed results found in previous studies of the
relationship between time-pressure and knowledge hiding

This study examines Habermas's public Sphere theory in relation to the leadership of knowledge in organizations based on the audience's media needs and prioritizes them. In this study, after conducting library studies and compiling a comprehensive and complete theoretical literature and research background, a questionnaire was designed and distributed among the respondents in line with related research theories and research questions and hypotheses. The data collection method is a survey type. The statistical population of the research consists of cyberspace users. The sample size was determined based on Cochran's formula, and 384 participants were selected using a purposive non-random sampling method. The results showed that the most important effects were Internet access, logical and rational critique of political, economic, social, and cultural issues, two-way and free discussion with government officials on social networks. The results also showed that knowledge leadership has an essential role in promoting organizational knowledge, organizational culture, and knowledge management.  The knowledge management in the organization is done through social networks.

The study emphasizes on the role of transformational leader in developing a culture of knowledge sharing in public sector hospitals. Transformational leaders may become the source of inspiration and serve as role models for organizational members to share their valuable knowledge with others. The leaders are unable to develop an organizational culture where there is trust among organizational members to share their valued knowledge with each other. However, it is needed to know that whether a cause and effect relationship exists among transformational leader and knowledge sharing. The implication of the present study is the result of the dangerous nature of the problem that confronts not only some hospitals, but whole health sector and indeed countries as a whole. The present study helps in developing a trust based organizational culture where employees feel free to share their worthwhile knowledge. By sharing knowledge, the performance of the hospitals can also be enhanced and patient care becomes easier. 

The aim of this study was to investigate the impact of the knowledge sharing and the characteristics of learning organization on employees’ organizational intelligence in Red Crescent Society of Ardabil Province. The present study was a descriptive correlational research in terms of method and a survey research in terms of data collection. The population for the study consisted of the entire staff of Crescent Society of Ardabil Province which was equal to 210 individuals. Due to the limited statistical population, instead of sampling, all 210 employees were selected as the sample. Among 210 questionnaires, a total of 190 questionnaires were returned and entered the analysis. In this research, the data gathering tools were the learning organization questionnaire by Mahmoodzadeh (2005), Albrecht’s (2003) organizational intelligence questionnaire, and Pai’s knowledge sharing questionnaire (2006). In order to analyze the collected data, SPSS software was conducted and to analyze the hypotheses, simple and multiple regressions were used. Results indicated that the knowledge sharing and its components had a positive and significant impact on organizational intelligence of the employees of Red Crescent Society of Ardabil province. Moreover, the characteristics of learning organization and its components had a positive and significant impact on organizational intelligence of the employees of Red Crescent Society of Ardabil Province.

HRM is considered as a backbone for successful organizations and knowledge sharing plays a vital role for an organization to success globally. The purpose of the study is to understand the factors that contribute to knowledge sharing in an organization. This study explains how the effective training, fair compensation and performance appraisal affects the knowledge sharing. The impact of trust on relationship of HR practices and knowledge sharing is also examined. The study empirically analyzes the relationship between HR practices and the knowledge sharing and the strong effect of trust. The correlations, simple and multiple regression tests apply to data. Findings provide evidence of a positive and significant relationship between the HR practices and knowledge sharing in the presence of trust. An organization that wants to enhance the creation, innovation and development of knowledge sharing in organization must pay attention to its HRM practices and on trust worthy environment.