Information Technology and Knowledge Sharing

Technology is a powerful enabler of knowledge management processes success (Chua, 2004; Yeh et al., 2006; Theriou et al., 2011; Rašula et al., 2012). It is indisputable that information technology is one of the key factors that influence knowledge management process (McCampbell et al., 1999). Technology helps employees in accessing the knowledge they need when they need it, and provides the tools with which users can leverage their knowledge in the context of their work (Chong and Chong, 2009). It can be crucial for the process of

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sharing knowledge (Berlanga et al., 2008), particularly explicit knowledge. It has been widely accepted that IT contributes to the integration of knowledge or even stimulating new knowledge (Davenport and Prusak, 1998). Organisations have made large investments in implementing IT that is specifically designed to support knowledge sharing among team members in the organisation (Bock et al., 2005; Wasko and Faraj, 2005). Tseng (2008) noted that using information technologies, people are able to retrieve and store knowledge in individuals or groups, which allows this knowledge to be shared with other divisions in the same organisation or business partners in the world. The technology mediated environment can help knowledge accumulation by processing and presenting information in flexible ways (Yu et al., 2009). Earlier, Ruppel and Harrington (2001) found that members in any community become more inclined to use IT if they are encouraged, are able, and have the opportunity to share knowledge with others. Technology like social media – Wiki, Weblogs, Twitter, Intranets, data warehouses, and electronic whiteboards, has been suggested as useful tools for building communities of practice (Cunningham and Leuf, 2000; Tseng, 2008; Hsu and Lin, 2008; Cole, 2009) and hence, enhance knowledge sharing. Robinson et al. (2010) suggested that IT performs a functional role in knowledge sharing, and also that technology skills and competences may either contribute, or impede knowledge sharing. More recently, Seba et al. (2012., pp. 7) concluded that appropriate, reliable, and easy to use IT resources will facilitate knowledge sharing, whilst a less effective IT infrastructure dominated by functional inadequacies or political agendas may act as a barrier to knowledge sharing. An empirical study conducted by Golden and Raghuram (2010), who examined knowledge sharing among teleworkers found interlink between IT and the element of trust. They concluded that high technology support implemented in the organisations is less important for employees with low trusting relationship. With the application of Nonaka‘s (1994) model, whilst adapting a process-oriented perspective, Choi and Lee (2003) also found that the well-

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developed IT infrastructure in organisation is unsupportive for knowledge sharing if the trust- based culture in organisations is less effective. In other words, IT alone does not lead to the sharing of knowledge among employees in organisations as other “softer” factors like culture and trust are also critical for the success of knowledge sharing. Seba et al. (2012) suggested that in practice, leaders should play an active role in the selection of user-friendly IT in order to ensure that it builds upon or at least matches the existing knowledge sharing culture in organisations.

Moreover, other researchers (e.g., Spender 1996; Ives et al., 2003), examined the influence of organisational structure, culture, processes and strategy, and information technology on knowledge sharing behaviour. The results indicated that information technology influence employees’ willingness to share their knowledge at workplace. Cong et al. (2007), in their study in public organisations in China also concluded that advanced IT systems affect their willingness to share information. Sandhu et al. (2011) also identified other organisational barriers to knowledge sharing including: insufficient rewards, lack of interaction, lack of time and weak IT systems. Wong (2005) studied management leadership and support, culture, IT, strategy and purpose, organisational infrastructure, processes and activities, motivational aids, resources, training and education, and human resource management. The study revealed that IT and management support contributed more to successful KM application than the other factors. Kim and Lee (2006) examined the impact of organisational context and information technology including IT application usage and End-user focus on employee knowledge- sharing capabilities. The study found that both IT application usage and End-user focus are critical to enhance knowledge sharing capabilities among individuals at workplace.

Additionally, a pilot study carried out by Khalid et al. (2012) showed that IT and top management support had stronger impacts on knowledge donating and collecting than enjoyment of helping others, knowledge self-efficacy, and reward systems, in public

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organisations in the UAE. Similarly, Lin et al. (2009) studied four constructs: culture, employee motivation, leadership, and IT. Culture included social networks, trust, a sharing culture, learning orientation, and rewards. Employee motivation consisted of reciprocal benefits, knowledge self-efficacy, enjoyment of helping others, and reputation. Leadership encompassed vision and goals, top management support, top management encouragement and an open leadership climate. IT consisted of technological infrastructure, databases, and a knowledge network. The study revealed that all dimensions of IT are critical for KS practice. Gold et al. (2001) and Van den Hooff and Huysman (2009) confirmed that ICT infrastructure was a crucial factor to facilitate knowledge sharing among individuals, based on a study conducted within the Spain context. A survey of 242 employees within Malaysian firms, conducted by Hitam and Mahamad (2012) found that the implementation of IT and reward systems can enhance knowledge sharing among employees. Based on the above discussion, It is, therefore, anticipated that:

H2c: There is a positive relationship betweeninformation technologyand employees’ knowledge sharing.