Abstract: Knowledge management (KM) literature has mainly focused on the antecedents of KM. The purpose of this study is to investigate the effect of specific human resource management (HRM) practices on employee knowledge sharing and its outcome as individual knowledge capability. Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional dataset comes from a sample of 19 knowledge intensive firms (KIFs). This study has run an item parceling technique followed by Confirmatory Factor Analysis (CFA) on the latent constructs of the research model. Employees’ collaboration and their interpersonal trust can help to improve their knowledge sharing behaviour and knowledge capability within organisations. This study suggests that in future, by using a larger sample, better statistical insight is possible. The findings of this study are beneficial for scholars, policy makers and practitioners. The empirical results of this study are entirely based on employees’ perceptions and make a significant research contribution, given there is a dearth of empirical research focusing on the subcontinent.
Abstract: The purpose of this study is analyzing the relationship
between trust and social capital of people with using Social Network
Analysis. In this study, two aspects of social capital will be focused:
Bonding, homophilous social capital (BoSC), and Bridging,
heterophilous social capital (BrSC). These two aspects diverge each
other regarding to the social theories. The other concept of the study
is Trust (Tr), namely interpersonal trust, willing to ascribe good
intentions to and have confidence in the words and actions of other
people. In this study, the sample group, 61 people, was selected from
a private firm from the defense industry. The relation between
BoSC/BrSC and Tr is shown by using Social Network Analysis
(SNA) and statistical analysis with Likert type-questionnaire. The
results of the analysis show the Cronbach’s alpha value is 0.756 and
social capital values (BoSC/BrSC) is not correlated with Tr values of
the people.
Abstract: The aim of the study is to determine the relationship between organizational trust level and organizational justice of Municipality officials. Correlational method has been used via descriptive survey model and Organizational Justice Perception Scale, Organizational Trust Inventory and Interpersonal Trust Scale have been applied to 353 participants who work in Konya Metropolitan Municipality and central district municipalities in the study. Frequency as statistical method, Independent Samples t test for binary groups, One Way-ANOVA analyses for multi-groups and Pearson Correlation analysis have been used to determine the relation in the data analysis process.It has been determined in the outcomes of the study that participants have high level of organizational trust, “Interpersonal Trust” is in the first place and there is a significant difference in the favor of male officials in terms of Trust on the Organization Itself and Interpersonal Trust. It has also been understood that officials in district municipalities have higher perception level in all dimensions, there is a significant difference in Trust on the Organization sub-dimension and work status is an important factor on organizational trust perception. Moreover, the study has shown that organizational justice implementations are important in raising trust of official on the organization, administrator and colleagues, and there is a parallel relation between Organizational Trust components and Organizational Trust dimensions.
Abstract: The issue of leadership has been investigated from
several perspectives; however, very less from ethical perspective.
With the growing number of corporate scandals and unethical roles
played by business leaders in several parts of the world, the need to
examine leadership from ethical perspective cannot be over
emphasized. The importance of leadership credibility has been
discussed in the authentic model of leadership. Authentic leaders
display high degree of integrity, have deep sense of purpose, and
committed to their core values. As a result they promote a more
trusting relationship in their work groups that translates into several
positive outcomes. The present study examined how authentic
leadership contribute to subordinates- trust in leadership and how this
trust, in turn, predicts subordinates- work engagement. A sample of
395 employees was randomly selected from several local banks
operating in Malaysia. Standardized tools such as ALQ, OTI, and
EEQ were employed. Results indicated that authentic leadership
promoted subordinates- trust in leader, and contributed to work
engagement. Also, interpersonal trust predicted employees- work
engagement as well as mediated the relationship between this style of
leadership and employees- work engagement.