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A Comparative Study of Trust as a Knowledge Sharing Enabler and its Influence on Organisational Culture

机译:信任作为知识共享推动者的比较研究及其对组织文化的影响

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Measuring organisational trust gives stakeholders many indicators of their organisations. These indicators are performance, leadership, employees' satisfaction, job satisfaction, and knowledge sharing culture. In addition to that, the highest levels of organisations' trust can critically reduce conflict charges and transaction costs. This paper is the first stage of a research study that discusses the importance of trust to knowledge sharing. This paper shows to what extent culture influences organisational trust compared with the global trust index. This research adopts a model of trust with five dimensions and they are relating to knowledge sharing in an organisation; concern for employees, openness and honesty, identification, reliability, and competence. The adopted model was used to develop the global trust index. A survey of 26 different items was conducted on 135 profitable organisations in Jordan in different industries. A total of 397 questionnaires were returned in a form eligible for the analysis. The results show that the overall organisational trust index in Jordan compared with the global index is low and the difference is significant. Furthermore, all trust dimensions in Jordan have lower values than the world's trust dimensions. Locally, the openness and honesty dimension has the highest value, and the competency dimension has the lowest value. Therefore, Jordanian culture significantly affects the trust index in the country and lowers it compared with the global trust index.
机译:衡量组织信任度可为利益相关者提供许多组织指标。这些指标是绩效,领导能力,员工满意度,工作满意度和知识共享文化。除此之外,最高级别的组织信任可以极大地减少冲突费用和交易成本。本文是研究的第一阶段,讨论信任对知识共享的重要性。与全球信任指数相比,本文显示了文化在多大程度上影响了组织信任。这项研究采用了具有五个维度的信任模型,它们与组织中的知识共享有关。对员工的关注,坦诚和诚实,认同感,可靠性和能力。采用的模型用于开发全局信任指数。对约旦不同行业的135个获利组织进行了26种不同项目的调查。共有397份问卷以符合分析条件的形式返回。结果表明,约旦的整体组织信任指数与全球指数相比较低,差异显着。此外,约旦的所有信任维度的价值都低于世界的信任维度。就本地而言,开放性和诚实性维度的价值最高,而能力方面的价值最低。因此,约旦文化极大地影响了该国的信任指数,并与全球信任指数相比降低了该指数。

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