POLİTİK YETİ VE BİLGİ PAYLAŞIMI DAVRANIŞI: KARŞILIKLI İLİŞKİ BEKLENTİSİNİN ARACI ROLÜ

Yıl 2021, Cilt: 6 Sayı: 2, 417 - 441, 23.12.2021

Nihal Kartaltepe Behram , Gül Eser

https://doi.org/10.54452/jrb.953430

Öz

Bu araştırmada politik yetinin bilgi paylaşımı davranışı üzerindeki etkisinde, karşılıklı ilişki beklentisinin aracı rolü incelenmiştir. Bilgi paylaşımı davranışı, bilgi yönetiminin en önemli bileşenlerinden birisi olarak örgütler açısından büyük önem taşımaktadır. Çalışanın bilgisinin kurumun bilgisi haline gelmesi ve kurumun işleyişinde kullanılabilmesinin önem arz etmesi nedeniyle, bilgi paylaşımı davranışının öncellerinin belirlenmesi ve bilgi paylaşım davranışının teşvik edilmesine yönelik uygulamalara yer verilmesi önem taşımaktadır. Bu çalışmada da, bilgi paylaşım davranışı üzerinde etkili olabileceği düşünülen politik yeti ve karşılıklı ilişki beklentisi bir model kapsamında incelenmiştir. Araştırmaya 265 özel sektör çalışanı katılmıştır. Analiz sonuçlarına göre, politik yeti ve bilgi paylaşımı davranışı arasındaki ilişkide karşılıklı ilişki beklentisinin kısmı aracı role sahip olduğu ortaya koyulmuş ve araştırmanın hipotezi kısmen doğrulanmıştır.

Anahtar Kelimeler

Politik Yeti, Bilgi Paylaşım Davranışı, Karşılıklı İlişki Beklentisi, Karşılıklılık

POLITICAL SKILL AND KNOWLEDGE SHARING BEHAVIOR: THE MEDIATING ROLE OF ANTICIPATED RECIPROCAL RELATIONSHIP

Öz

In this study the effect of political skill on knowledge sharing behavior and the mediating role of anticipated reciprocal relationship is examined. Knowledge sharing behavior is one of the most important components of knowledge management and therefore is crucial for organizations. Employees’ information is expected to become organization’s information and to be used in organization processes, thus determining antecedents of knowledge sharing behavior and set the necessary circumstances for such behaviors is essential. In this study, the effect of two variables that is assumed to effect knowledge sharing behavior is included in the research model. 265 employee participated in this study. Our analysis result suggest that, anticipated reciprocal relationship has a partial mediating role between the relationship of political skill and knowledge sharing behavior.

Anahtar Kelimeler

Political skill, Knowledge Sharing Behavior, Anticipated Reciprocal Relationship, Reciprocity

Kaynakça

• Abbasi, S. G., Shabbir, M. S., Abbas, M., ve Tahir, M. S. (2020). HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks. Journal of Public Affairs.
• Ahearn, K. K., Ferris, G. R., Hochwarter, W. A., Douglas, C., & Ammeter, A. P. (2004). Leader political skill and team performance. Journal of management, 30(3), 309-327.
• Akram, T., Lei, S., Haider, M. J., & Hussain, S. T. (2020). The impact of organizational justice on employee innovative work behavior: Mediating role of knowledge sharing. Journal of Innovation & Knowledge, 5(2), 117-129.
• Amayah, A. T. (2013). Determinants of knowledge sharing in a public sector organization. Journal of knowledge management.
• Anselmann, V., & Mulder, R. H. (2020). Transformational leadership, knowledge sharing and reflection, and work teams’ performance: A structural equation modelling analysis. Journal of Nursing Management, 28(7), 1627-1634.
• Banister, C. M., & Meriac, J. P. (2015). Political skill and work attitudes: A comparison of multiple social effectiveness constructs. The Journal of psychology, 149(8), 775-795.
• Becker, H. S. (1960). Notes on the concept of commitment. American Journal of Sociology, 66, 32–42.
• Bhatti, S. H., Vorobyev, D., Zakariya, R., & Christofi, M. (2020). Social capital, knowledge sharing, work meaningfulness and creativity: evidence from the Pakistani pharmaceutical industry. Journal of Intellectual Capital. 22,2. 243-259.
• Bhatti, S. H., Zakariya, R., Vrontis, D., Santoro, G., & Christofi, M. (2019). High-performance work systems, innovation and knowledge sharing. Employee Relations: The International Journal. 43,2. 438-458.
• Blau, P. (1964). Exchange and power in social life. New York: Wiley
• Bock, G. W., & Kim, Y. G. (2002). Breaking the myths of rewards: An exploratory study of attitudes about knowledge sharing. Information Resources Management Journal (IRMJ), 15(2), 14-21.
• Bock, G. W., Zmud, R. W., Kim, Y. G., & Lee, J. N. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS quarterly, 87-111.
• Brauner, E., & Becker, A. (2006). Beyond knowledge sharing: the management of transactive knowledge systems. Knowledge and process management, 13(1), 62-71.
• Bromley, D. B. (1993). Reputation, image and impression management. John Wiley & Sons.
• Chen, C. J., & Hung, S. W. (2010). To give or to receive? Factors influencing members’ knowledge sharing and community promotion in professional virtual communities. Information & management, 47(4), 226-236.
• Chen, Y. R., Chen, X. P., & Portnoy, R. (2009). To whom do positive norm and negative norm of reciprocity apply? Effects of inequitable offer, relationship, and relational-self orientation. Journal of Experimental Social Psychology, 45(1), 24-34.
• Chennamaneni, A., Teng, J. T., & Raja, M. K. (2012). A unified model of knowledge sharing behaviours: theoretical development and empirical test. Behaviour & Information Technology, 31(11), 1097-1115.
• Cross, R., & Cummings, J. N. (2004). Tie and network correlates of individual performance in knowledge-intensive work. Academy of management journal, 47(6), 928-937.
• Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business Press.
• De Clercq, D., & Pereira, R. (2020). Knowledge-sharing efforts and employee creative behavior: the invigorating roles of passion for work, time sufficiency and procedural justice. Journal of Knowledge Management.
• De Long, D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Perspectives, 14(4), 113-127.
• Eisenberger, R., Lynch, P., Aselage, J., & Rohdieck, S. (2004). Who takes the most revenge? Individual differences in negative reciprocity norm endorsement. Personality and Social Psychology Bulletin, 30(6), 787-799.
• Empson, L. (2001). Fear of exploitation and fear of contamination: Impediments to knowledge transfer in mergers between professional service firms. Human relations, 54(7), 839-862.
• Ferris, G. R., Perrewé, P. L., Anthony, W. P., & Gilmore, D. C. (2003). Political skill at work. Organizational influence processes, 395-407.
• Ferris, G. R., Treadway, D. C., Kolodinsky, R. W., Hochwarter, W. A., Kacmar, C. J., Douglas, C., & Frink, D. D. (2005). Development and validation of the political skill inventory. Journal of management, 31(1), 126-152.
• Ferris, G. R., Treadway, D. C., Perrewé, P. L., Brouer, R. L., Douglas, C., & Lux, S. (2007). Political skill in organizations. Journal of management, 33(3), 290-320.
• Fiske, A. P. (1992). The four elementary forms of sociality: Framework for a unified theory of social relations. Psychological Review, 99, 689–723
• Gergen, K. J. (1969). The psychology of behavioral exchange. Reading, MA: AddisonWesley
• Gerpott, F. H., Fasbender, U., ve Burmeister, A. (2020). Respectful leadership and followers’ knowledge sharing: A social mindfulness lens. Human Relations, 73, 6. 789-810.
• Gibbert, M., & Krause, H. (2002), ‘Practice Exchange in a Best Practice Marketplace,’ in Knowledge Management Case, Siemens Best Practices, eds. T.H. Davenport and G.J.B. Probst, Erlangen, Germany: Publicis Corporate Publishing, pp. 89 – 105.
• Goh, S. K., ve Sandhu, M. S. (2013). Affiliation, reciprocal relationships and peer pressure in knowledge sharing in public Universities in Malaysia. Asian Social Science, 9,7. 290.
• Gouldner, A. W. (1960). The norm of reciprocity: A preliminary statement. American sociological review, 161-178.
• Gray, P. H. (2001). The impact of knowledge repositories on power and control in the workplace. Information Technology & People.
• Huang, Q., Davison, R. M., & Gu, J. (2008). Impact of personal and cultural factors on knowledge sharing in China. Asia Pacific Journal of Management, 25(3), 451-471.
• He, W., & Wei, K. K. (2009). What drives continued knowledge sharing? An investigation of knowledge-contribution and-seeking beliefs. Decision support systems, 46(4), 826-838.
• Huber, G. P. (2001). Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies. European Journal of Information Systems, 10(2), 72-79.
• Ipe, M. (2003). Knowledge sharing in organizations: A conceptual framework. Human resource development review, 2(4), 337-359.
• Jang, S., Hong, K., Bock, G. W., & Kim, I. (2002). Knowledge management and process innovation: the knowledge transformation path in Samsung SDI. Journal of knowledge management.
• Kankanhalli, A., Tan, B. C., & Wei, K. K. (2005). Contributing knowledge to electronic knowledge repositories: An empirical investigation. MIS quarterly, 113-143.
• Karagoz, Y., Whiteside, N., & Korthaus, A. (2020). Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects. Journal of Knowledge Management.24,8. 1921-1941.
• Khalid, A., & Dastgeer, G. (2019). Impact of Political Skill on Helping Behavior and Knowledge Sharing Behavior: An Evidence from Banking Sector of Islamabad and Rawalpindi. Business & Economic Review, 11(2), 107-130.
• Khalid, A., ve Dastgeer, G. (2019). Impact of Political Skill on Helping Behavior and Knowledge Sharing Behavior: An Evidence from Banking Sector of Islamabad and Rawalpindi. Business & Economic Review, 11(2), 107-130.
• Kim, T., & Lee, G. (2012). A modified and extended Triandis model for the enablers–process–outcomes relationship in hotel employees' knowledge sharing. The service industries journal, 32,13. 2059-2090.
• Kogut, B., & Zander, U. (1995). Knowledge, market failure and the multinational enterprise: A reply. Journal of international business studies, 417-426.
• Lei, H., Gui, L., & Le, P. B. (2021). Linking transformational leadership and frugal innovation: the mediating role of tacit and explicit knowledge sharing. Journal of Knowledge Management. DOI 10.1108/JKM-04-2020-0247
• Lin, C. P., Huang, H. T., ve Huang, T. Y. (2020). The effects of responsible leadership and knowledge sharing on job performance among knowledge workers. Personnel Review.49,9. 1879-1896.
• Lin, H. F. (2007). Knowledge sharing and firm innovation capability: an empirical study. International Journal of manpower.
• Liu, Y., Ferris, G. R., Zinko, R., Perrewé, P. L., Weitz, B., & Xu, J. (2007). Dispositional antecedents and outcomes of political skill in organizations: A four-study investigation with convergence. Journal of Vocational Behavior, 71(1), 146-165.
• Liu, Y., Ferris, G. R., Zinko, R., Perrewé, P. L., Weitz, B., & Xu, J. (2007). Dispositional antecedents and outcomes of political skill in organizations: A four-study investigation with convergence. Journal of Vocational Behavior, 71(1), 146-165.
• Mintzberg, H. (1983). The power game and the players. Classics of organization theory, 4, 412-419.
• Munyon, T. P., Summers, J. K., Thompson, K. M., & Ferris, G. R. (2015). Political skill and work outcomes: A theoretical extension, meta‐analytic investigation, and agenda for the future. Personnel psychology, 68(1), 143-184.
• Nonaka, I. (2002). A dynamic theory of organizational knowledge creation. The strategic management of intellectual capital and organizational knowledge, 437-462.
• Ogunmokun, O. A., Eluwole, K. K., Avci, T., Lasisi, T. T., & Ikhide, J. E. (2020). Propensity to trust and knowledge sharing behavior: An evaluation of importance-performance analysis among Nigerian restaurant employees. Tourism Management Perspectives, 33, 100590.
• Perugini, M., Gallucci, M., Presaghi, F., & Ercolani, A. P. (2003). The personal norm of reciprocity. European Journal of Personality, 17(4), 251-283.
• Pfeffer, J. (1981). Understanding the role of power in decision making. Jay M. Shafritz y J. Steven Ott, Classics of Organization Theory, Wadsworth, 137-154.
• Pfeffer, J. (1992). Managing with power: Politics and influence in organizations. Harvard Business Press.
• Portes, A. (1998). Social capital: Its origins and applications in modern sociology. Annual review of sociology, 24(1), 1-24.
• Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The effects of cohesion and range. Administrative science quarterly, 48(2), 240-267.
• Roberts, J. (2000). From know-how to show-how? Questioning the role of information and communication technologies in knowledge transfer. Technology Analysis & Strategic Management, 12(4), 429-443.
• Robertson, S. (2002). A tale of two knowledge‐sharing systems. Journal of Knowledge Management.
• Rousseau, D. M., & McLean Parks, J. (1993). The contracts of individuals and organizations. In L. L. Cummings & B. M. Staw (Eds.). Research in organizational behavior (Vol. 15, pp. 1–43). JAI Press.
• Rungsithong, R., & Meyer, K. E. (2020). Trust and knowledge sharing in context: A study of international buyer-supplier relationships in Thailand. Industrial Marketing Management, 88, 112-124.
• Setini, M., Yasa, N. N. K., Gede Supartha, I. W., Ketut Giantari, I., ve Rajiani, I. (2020). The passway of women entrepreneurship: Starting from social capital with open innovation, through to knowledge sharing and innovative performance. Journal of Open Innovation: Technology, Market, and Complexity, 6, 2, 25.
• Skyrme, D. J. (2002). Business value from knowledge management. In Conference Mobilising Knowledge for Business Performance.
• Suh, A., & Shin, K. S. (2010). Exploring the effects of online social ties on knowledge sharing: A comparative analysis of collocated vs dispersed teams. Journal of Information Science, 36(4), 443-463.
• Swanson, E., Kim, S., Lee, S. M., Yang, J. J., ve Lee, Y. K. (2020). The effect of leader competencies on knowledge sharing and job performance: Social capital theory. Journal of Hospitality and Tourism Management, 42, 88-96.
• Szulanski, G. (1996). Exploring internal stickiness: Impediments to the transfer of best practice within the firm. Strategic management journal, 17(S2), 27-43.
• Terhorst, A., Lusher, D., Bolton, D., Elsum, I., & Wang, P. (2018). Tacit knowledge sharing in open innovation projects. Project Management Journal, 49(4), 5-19.
• Thibaut, J., & Walker, L. (1975). Procedural justice: A psychological analysis. Hillsdale, NJ: Erlbaum.
• Tohidinia, Z., & Mosakhani, M. (2010). Knowledge sharing behaviour and its predictors. Industrial Management & Data Systems.
• Tohidinia, Z., ve Mosakhani, M. (2010). Knowledge sharing behaviour and its predictors. Industrial Management & Data Systems. 110,4. 611-631.
• Treadway, D. C., Adams, G., Hanes, T. J., Perrewé, P. L., Magnusen, M. J., & Ferris, G. R. (2014). The roles of recruiter political skill and performance resource leveraging in NCAA football recruitment effectiveness. Journal of management, 40(6), 1607-1626.
• Tyler, T. R., & Lind, E. A. (1992). A relational model of authority in groups. Advances in Experimental Social Psychology, 25, 115–191.
• Uhl-Bien, M., & Maslyn, J. M. (2003). Reciprocity in manager-subordinate relationships: Components, configurations, and outcomes. Journal of management, 29(4), 511-532.
• Valle, M. (2006). The power of politics: Why leaders need to learn the art of influence. Leadership in Action: A Publication of the Center for Creative Leadership and Jossey‐Bass, 26(2), 8-12.
• Wang, Z., & Wang, N. (2012). Knowledge sharing, innovation and firm performance. Expert systems with applications, 39(10), 8899-8908.
• Wasko, M. M., & Faraj, S. (2000). “It is what one does”: why people participate and help others in electronic communities of practice. The journal of strategic information systems, 9(2-3), 155-173.
• Wasko, M. M., & Faraj, S. (2005). Why should I share? Examining social capital and knowledge contribution in electronic networks of practice. MIS quarterly, 35-57.
• Yao, J., Crupi, A., Di Minin, A., & Zhang, X. (2020). Knowledge sharing and technological innovation capabilities of Chinese software SMEs. Journal of Knowledge Management. 24,3. 607-634.