Bankers' knowledge sharing behavior: The role of personality and perceived organizational incentives

• Published date: 01 February 2022
• Author: Mohammad Nasar Khan,Umer Zaman
• Date: 01 February 2022
• DOI: http://doi.org/10.1002/pa.2340

ACADEMIC PAPER

Bankers' knowledge sharing behavior: The role of personality

and perceived organizational incentives

Mohammad Nasar Khan

1

| Umer Zaman

2

1

Department of Management Sciences,

Shaheed Zulfiqar Ali Bhutto Institute of

Science and Technology (SZABIST), Islamabad,

Pakistan

2

Department of Management Studies,

Endicott College of International Studies,

Woosong University, Daejeon, Republic of

Korea

Correspondence

Umer Zaman, Endicott College of International

Studies, Woosong University, Daejeon,

Republic of Korea.

Email: umerzaman@endicott.ac.kr

Based on five-factor model (FFM) of personality, this study attempted to empirically

test the direct role of the five factors (i.e., extroversion, agreeableness, conscientious-

ness, neuroticism and openness to experience) and moderating role of perceived

organizational incentives (POI) in influencing an individual's knowledge sharing

behavior (KSB). Quantitative survey design was employed to collect data from

181 bankers through an adopted questionnaire which was further validated, with

face validity and reliability measures. Multiple regression analysis confirmed the posi-

tive and significant relationship of all personality dimensions except for neuroticism

which was found to be negatively but significantly associated with KSB. The role of

POI, which was added to the model with the belief that it strengthens the original

relationship, has proved to be statistically insignificant. The study is first of its kind to

look into the KSB of bankers using the FFM of personality and reputation of organi-

zational incentives in the context of emerging markets. The study endorses the use

of personality assessment management tools while making decisions of recruitment,

promotion, and knowledge-based team selection. The study however warns against

the use of POI to inspire individuals to share their knowledge.

1|INTRODUCTION

Given today's dynamic business environment, knowledge sharing

(KS) is a desirable behavior as it leads to mutual learning, growth, and

eventually translates into the success of business (Jackson, Chuang,

Harden, & Jiang, 2006). Knowledge sharing behavior (KSB) lets

employees exchange their ideas, expertise, aptitude, and judgments,

necessary for both individual and organizational success (Bartol &

Srivastava, 2002; Agyemang, Dzandu & Boateng 2016). This is accom-

plished with the help of written correspondence, face-to-face interac-

tion or through electronic information frameworks (McFadyen &

Cannella, 2004; Voelpel, Dous & Davenport, 2005). In most of the

cases, KSB includes mentoring, training, consulting and engaging com-

munication (Seonghee & Boryung, 2008).

KS is positively linked to the achievement of organizational goals

and competitive edge (Dolezalek, 2004). It ensures that personal skill

sets and knowledge of employees are translated effectively and pas-

sed on to others (Chew, Armstrong, & Martin, 2013). This behavior

gives rise to better work standards, worker's creativity and overall

effectiveness (Inkinen, 2016; Muqadas, Ilyas, & Aslam, 2016). Other

benefits obtained through continuous KS are cost reduction, respon-

siveness to customer needs, success of new products, growth (Sher &

Lee, 2004), market orientations (Weerawardena & O'Cass, 2004) and

business process improvement (Law, & Ngai, 2008).

However, KS is considered as an extra-role behavior from a man-

agement viewpoint. This means that KS is amongthose positive behav-

iors that are helpful and desirable but not necessarily part of formaljob

description(Van Dyne & LePine, 1998). Employees are normallyfree to

decide whetherto share their knowledge or hold it (Bock,G. W., Zmud,

R. W., Kim, Y. G., & Lee, J. N. 2005);Muqadas, Aslam & Rahman, 2017).

Ruggles (1998)argued that despite thefact there are methods for moti-

vating peopleand encouraging them to share knowledge; changingindi-

vidual behaviorremains one of the biggest challengesfor succeeding in

KS efforts.If knowledge is not shared, thecognitive resources and intel-

lectual capital possessed by organizational members remains under-

utilized (Cabrera & Cabrera, 2005). This underutilization hampers

employees' self-development aswell as the overall performance of the

organization(Hou, Sung & Chang, 2009).

Received: 15 July 2020 Accepted: 27 July 2020

DOI: 10.1002/pa.2340

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https://doi.org/10.1002/pa.2340