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Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)



JOURNAL OF ORGANIZATIONAL PSYCHOLOGY

How Hierarchal Positions Affect Employees Knowledge Sharing Behaviors? An Exploratory Study


Author(s): Kuok Kei Law, Bertha Du-Babcock

Citation: Kuok Kei Law, Bertha Du-Babcock , (2017) "How Hierarchal Positions Affect Employees Knowledge Sharing Behaviors? An Exploratory Study," Journal of Organizational Psychology, Vol. 17, Iss. 5 , pp. 129-138

Article Type: Research paper

Publisher: North American Business Press

Abstract:

This paper explores the differences in employees knowledge sharing behaviors when interacting with targets from different hierarchal positions in an organization. Eleven mid-level employees working in small and medium-sized enterprises in Hong Kong were interviewed for the exploratory purpose. The interview corpus, which consisted of 30,000 words, showed how and why mid-level employees differ in their knowledge sharing with different target audiences: their superiors, peers and subordinates. Theoretically, the findings advance our understanding of employees decisions on knowledge sharing behavior; and, in practical terms, the findings inform managers about how employees behavior is affected by hierarchal relationships in the workplace.