Perceptions of senior managers toward knowledge‐sharing behaviour

TLDR

Senior managers increasingly seek to understand and promote knowledge‑sharing, yet empirical research on their perceptions remains scarce. The study develops and tests a TPB‑based model to identify factors influencing senior managers’ encouragement of knowledge‑sharing intention and behaviour. Data were collected via a survey of Taiwanese senior managers, and the model was evaluated using CFA for measurement validity and SEM for structural relationships. Results show the model fits well, with senior managers’ encouraging intentions being the main determinant of knowledge‑sharing behaviour, and attitudes, subjective norms, and perceived behavioural control positively influencing those intentions.

Abstract

Senior managers have shown an increasing interest in understanding and encouraging knowledge‐sharing behaviour in their organizations. However, very few empirical studies have examined senior managers’ perceptions of knowledge‐sharing behaviour. This study used Ajzen's theory of planned behaviour (TPB) to develop and test a research model to assess the factors that influence encouragement of knowledge‐sharing intention and behaviour by senior managers. The data from a survey of senior managers in Taiwan were used empirically to test the proposed research model. Moreover, confirmatory factor analysis (CFA) was conducted to examine the reliability and validity of the measurement model, and the structural equation modelling (SEM) technique was used to evaluate the research model. The analytical results showed that the research model fitted the data well and the main determinants of enterprise knowledge‐sharing behaviour were the encouraging intentions of senior managers. Additionally, senior managers’ attitudes, subjective norms and perceived behavioural control were found to positively influence intentions to encourage knowledge sharing. Finally, research and practical implications were suggested.