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International Journal of Hospitality Management
journal homepage: www.elsevier.com/locate/ijhosman
Antecedents and consequences of knowledge sharing in international tourist hotels
Jen-Te Yang *
Department of Hotel Management, National Kaohsiung Hospitality College, P.O. Box 608, Kaohsiung City (800), Taiwan, ROC
A R T I C L E I N F O
A B S T R A C T
Keywords: Individual attitude Knowledge sharing Leadership Organizational learning Support
The purpose of this empirical study is to investigate factors which inﬂuence knowledge sharing, organizational learning and effectiveness. Of self-completed questionnaires collected from international tourist hotels in Taiwan, 615 were usable for data analysis. The structural equation modeling results showed that leaders played the roles of mentor, facilitator and innovator, and nurtured a supportive environment at the levels of workgroup, immediate superior and organization. In addition, employees had a positive attitude towards learning and to sharing. All of these contributions facilitate transformation of collective individual knowledge to organizational knowledge, resulting in the advancement of organizational learning, and thus, greater organizational effectiveness. ß 2009 Elsevier Ltd. All rights reserved.
1. Introduction Weathersby (1999) proposes, ‘‘knowledge management is the core of all learning organizations. It creates linkages among employees, customers and suppliers that support both a demand pull and supply push of information (p. 7)’’. This might be why, in the recent development of knowledge management (KM), there has been an increased number of works on human behavior. Nonaka (1988) proposes that human behavior is the key to success or failure of KM strategies, as KM involves an emphasis on climate in the workplace, the promotion of learning and the sharing of skills and knowledge... [continues]
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