The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

For general enquiries email
Click here to see other Scholarly Electronic Journals published by API
For a range of research text books on this and complimentary topics visit the Academic Bookshop

Information about the European Conference on Knowledge Management (ECKM) is available here.

For info on the International Conference on Intellectual Capital, Knowledge Management and Organisational Learning (ICICKM), click here
Information about the European Conference on Intangibles and Intellectual Capital (ECIIC) is available here
Journal Issue
Volume 12 Issue 1, Special Edition for ECKM 2013 / Jan 2014  pp1‑82

Editor: Monika Petraite

Download PDF (free)

000 Editorial.pdf  pp1‑2

Monika Petraite

Look inside Download PDF (free)

Marketing audit for Knowledge Intensive Business Services  pp3‑13

Ettore Bolisani, Enrico Scarso

Look inside Download PDF (free)

The Value of Extended Framework of TAM in the Electronic Government Services  pp14‑24

Juan-Gabriel Cegarra-Navarro et al

Look inside Download PDF (free)

Cross‑cultural Validation of UTAUT: The Case of University VLEs in Jordan, Russia and the UK  pp25‑34

Boyka Simeonova et al

Look inside Download PDF (free)

Business Innovative Environment as a Prerequisite for a Long‑run Competitive Advantage  pp35‑46

Marta Christina Suciu, Cristina Andreea Florea

Look inside Download PDF (free)

Innovation, Organizational Learning Orientation and Reverse Knowledge Transfer in Multinationals Companies  pp47‑55

Daniel Jimenéz-Jimenéz, Micaela Martínez-Costa, Raquel Sanz-Valle

Look inside Download PDF (free)

Taking a Different View: The Case of the Eurozone Macroeconomic Policies as a Case of Incompetence  pp56‑66

Eduardo Tomé

Look inside Download PDF (free)

Middle Management Knowledge by Possession and Position: A Panoptic Examination of Individual Knowledge Sharing Influences  pp67‑82

Sally Eaves

Look inside Download PDF (free)


Abstract: This paper elucidates the spectra of influences that impact the intra‑organisational tacit and explicit knowledge sharing behaviour of the middle line, a boundary spanning layer highly capable to influence, inform and transform. The approach addresses a deficiency in research that affords an eclectic perspective across both knowledge types simultaneously and at an individual level of analysis. Advancing Ipe’s (2003) conceptual work, the Multidimensional Model of Individual Knowledge Sharing Influences integrates robust and multi‑disciplinary theoretical exposition with empirical validation in four leading UK Communication Sector operators. The model encapsulates the direct influence factors of Motivation to Share, Nature of Knowledge, Opportunity to Share, Culture and the Nature of the Individual. Organisational Velocity provides an original conceptualisation of the continual, episodic and ambiguous change that reflects reality in many post‑industrial settings and is expressed as the tension between centrifugal and centripetal forces acting on the other factors. All six dimensions are shown to impact individual knowledge sharing practice, with underexplored constructs such as personality traits and aspects of demography emerging as significant. Organisational Velocity can operate in a moderating and primarily centrifugal capacity on Motivation to Share, Opportunities to Share and the Nature of the Individual. The study demonstrates that a panoptic, pluralistic and interdisciplinary perspective combining human, social, technological and contextual factors must be considered to understand sharing behaviour and optimise knowledge management interventions. A particular element may not be evaluated in isolation. Further, when factor dynamics are sub‑optimum, the middle line may pragmatically orientate towards personal knowledge management mechanisms. Evidence of hoarding, hiding or disengagement from sharing is identified with some managers electing to utilise their knowledge in possession and network positional opportunity to generate rent in alignment with individual and affiliated group interests, negating its aggregation for wider organisational benefit. Implications for research and practice are fully explored. 


Keywords: Keywords: knowledge sharing, middle management, individual knowledge sharing influences model, organisational velocity, personal knowledge management, knowledge hoarding, hiding and disengagement


Share |