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Knowledge Sharing

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The current issue and full text archive of this journal is available at www.emeraldinsight.com/0951-3558.htm

IJPSM 24,3

Knowledge sharing among public sector employees: evidence from Malaysia
Manjit Singh Sandhu
Department of Management, School of Business, Monash University, Sunway Campus, Malaysia

206
Received 10 September 2009 Revised 2 April 2010 Accepted 27 April 2010

Kamal Kishore Jain
Indian Institute of Management, Indore, India, and

Ir Umi Kalthom bte Ahmad
Implementation Coordination Unit, Prime Minister’s Department, Federal Government Administration Centre, Putrajaya, Malaysia
Abstract
Purpose – The main purpose of this paper is to: identify the views of public sector employees towards the importance of Knowledge Sharing (KS); identify the barriers to KS; and identify initiatives that may encourage KS. Design/methodology/approach – The design employed in this research was mainly descriptive in nature. A survey-based methodology employing a research questionnaire was used to elicit the views of public sector employees towards KS. A total of 320 questionnaires were randomly distributed and 170 were successfully collected, giving a response rate of 60 percent. Findings – The results showed that the respondents were very positive in their views towards “importance of KS” and they also strongly felt that knowledge was a source of competitive advantage. However, they were of the view that the importance of knowledge sharing was not clearly communicated and many of them were not sure whether KS strategy existed in their department. The public sector employees also showed self-serving biases when it came to their willingness to share knowledge compared with their perception of their colleagues’ willingness to share knowledge. Respondents perceived organizational barriers as being more critical compared with individual barriers. Main

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