Journal of Knowledge Management Practice, Vol. 8, No. 2, June 2007

The Effect Of Communication On Knowledge Sharing In Organizations

Murat Gumus, Çanakkale Onsekiz Mart University, Turkey

ABSTRACT:

This study attempted to investigate the effects of communication on knowledge sharing in an organization. Based on the data from COMU Turkey, the relationships among communication satisfaction, communicator style, knowledge donating, knowledge collecting, and seven demographic variables were statistically analysed. Findings revealed that knowledge sharing is strongly related with communication satisfaction and communication style. Knowledge donating has strong relationship with communication style; however, collecting knowledge is strongly related with communication satisfaction.

Keywords: Knowledge sharing, communication style, communication satisfaction


1.         Introduction

Knowledge is seen as the most strategically important resource (Conner & Prahalad, 1996; Grant, 1996; Nahapiet & Ghoshal, 1998) and the most valuable thing (Yozgat, 1998) for the organizations striving for competition in knowledge economy. Managing knowledge in organizations requires managing several processes of knowledge (Ruggles, 1998; Probst et al, 2000; Powers, 1999; Davenport & Prusak, 1998) such as creation, storage, sharing, evaluating. Among those processes, sharing is crucial for knowledge organizations as it is very much a sign for the atmosphere of social interactions in the organizations. It requires individuals to share what they know. The interesting charecteristic of knowledge is that its value grows when shared (Bhirud et al, 2005). Sharing knowledge can be actualised through personal interaction or information systems (Seng et al, 2002). For effective knowledge management the collaboration can be achieved via messaging, sharing documents, conversations and meetings (Barth, 2003) The way of effectively managing knowledge is to translate individual and group knowledge to organizational knowledge (Van den Hooff & de Ridder, 2004: 117). Because of the managerial ignorance of the ways in which knowledge workers communicate and operate through social processes of collaborating, sharing and building on each others’ ideas, there is no relationship between information technology (IT) expenditures and company performance (Zack, 1999; Lang, 2001). Only 25% of IT investments properly integrate business and technology objectives (Warne et al, 2003: 94). The missing link in managing knowledge view is human and social factors (Thomas et al, 201:881). A study by Clark and Rollo (cited in Crawford & Strohkirch, 2006) reveals that the 42% of corporate knowledge is held in employees’ minds (i.e.tacit knowledge). 

2.         Knowledge Sharing And Communication

Knowledge management process is about sharing, collaboration and making the best possible use of a strategic resource (Bollinger & Smith, 2001). Knowledge sharing is the process where individuals mutually exchange their implicit and explicit knowledge and jointly create new knowledge (Van den Hooff & de Ridder 2004: 117). Knowledge sharing is also the most important ingredient of innovation (Bhirud et al, 2005). Any knowledge sharing process consists of two parts- donating and collecting. Knowledge donating can be defined as “communicating to others what one’s personal intellectual capital”, whereas knowledge collecting is defined as “consulting colleagues in order to get them share their intellectual capital” (Van den Hooff & de Ridder, 2004: 118).

Communication on the other hand, is at the centre of any complex, modern organizations (Thomas et al, 2001: 870). It is accepted that communication has effects on individuals’ attitudes toward the organization. Organizational communication is considered as the social glue (Greenberg & Baron, 2003:317). Communication helps create shared meaning, the norms, values and culture of the organization (Wiesenfeld et al, 1998). Some of the practices for such social notion can be innovation days, story telling, best practices day, internal conference etc (Bhirud et al, 2005). In a culture where the knowledge value is recognised, availability of information, sharing of that information, information flows, IT infrastructure, personal networking, system thinking, leadership, communication climate, problem solving, training and many other factors can be supportive factors for successful learning (Warne et al, 2003). Organisational culture recognizing the value of knowledge allows personal contact that leads to capture tacit knowledge and thus it can be transferred (Davenport & Prusak, 1998). Knowledge is a human act; is the residue of thinking; is created in the present moment; belongs to communities; circulates through communication in many ways; and is created at the boundaries of old, as McDermott describes (1999: 105). Sharing knowledge is crucial since its value and synergy are increased by sharing with others (Stewart, 1997: 182, 213; Yeniceri & Ince, 2005: 70). Such sharing promotes common identity, mutual trust and organizational learning (Schein, 1993)  Sharing tacit knowledge can be possible through joint activities such as being together, spending time, living in the same environment, known as socialization stage for knowledge conversion (Nonaka & Konno, 1998). In other word, knowledge sharing depends on the quality of conversations, formally or informally (Davenport & Prusack, 1998). In case of accessing innovative thinking, building trust and facilitating experience sharing, an expressive communication in informal setting is necessary, contrary to the instrumental communication that is necessary for accomplishing task related immediate organizational goals (Thomas et al, 2001:870).

Knowledge sharing is a form of communication (Van den Hooff & de Ridder, 2004: 120). Knowledge transferring between individuals in organizations requires communication (Sveiby, 2000:6). Communication climate includes communicative elements of a work environment, such as judgements about the receptivity of management to employee communication, or the trust on information being disseminated in the organization (Guzley, 1992). Listening, persuading, teaching, learning, presenting, collaborating and coordinating are factors of communication and partnering skills as one of the five competencies in knowledge organizations (Davenport et al, 2001: 124). Without an environment that encourages sharing, knowledge sharing expectations fail or fad (DeTienne & Jackson: 2001:6, 9). It is reasonable to distinguish communication climates as supportive and defensive (Larsen & Folgero, 1993). Supportive communication climate can be characterized by “open exchange of information, accessibility of coworkers, confirming and cooperative interactions and an overall culture of sharing knowledge” (Van den Hooff & de Ridder, 2004: 120). Supportive communication climate was found necessary for the generation, sharing and continual existence of organizational knowledge (Ali et al., 2002). Briefly, communication climate is a crucial variable in explaining knowledge sharing. Supportive communication has positive impact on knowledge donating and knowledge collecting. It’s a central condition for successful knowledge sharing (Van den Hooff & de Ridder, 2004: 126). Since employees having a strong identification with their organizations show a supportive attitude (Ashforth & Mael, 1989; Dutton et al, 1994; Smidts et al, 2001), the influence of communication aspects are noteworthy. However, communication climate is only one of the multidimensions of employee communication in organizations (Downs & Hazens, 1977). Employees are satisfied or dissatisfied with varying degrees on each dimension (Clampitt & Downs, 1993:6; Smidts et al, 2001:1053).

2.1.      Communication Satisfaction

Communication satisfaction is a socioemotional outcome resulting from communication interactions (Gray & Laidlaw, 2004: 426). Employee communication satisfaction is seen important for employees playing central role in determining organizational effectiveness (Gray & Laidlaw, 2004: 427). Communication needs of organizations vary due to the mission, environment and technology of an organization (Sampson, 2005). Due to the priority, for instance is productivity, personal feedback and communication climate are the key issues, or when the organization’s focus is to innovate and to adapt to environmental factors, horizontal communication is essential (Sampson, 2005). Assessing communication satisfaction presents strenghts and weakness of organizational communication and provides bases for communication strategies for better relationships, to improve the transmission of information and hence to improve organizational effectiveness (Gray & Laidlaw, 2004: 427). It can be claimed that competent communicators are needed at all organizational levels (Shockley-Zalabak, 2001:5), especially for the position of knowledge manager, effective communicator is advised (Crawford & Strohkirch, 2006).

2.2.      Communication Style

The satisfaction of subordinate and supervisor with their relationship is affected by each other’s communication style (Downs et al., 1988: 543), and varying styles of communicating with other people have major impact on how people are perceived in their communication environment (see Downs et al., 1988 for review).  Norton’s (1978: 99) conceptualization of communication style is the most commonly used definition. “The way one verbally and paraverbally interacts to signal how literal meaning should be taken, interpreted, filtered, or understood”. It is about the way individuals perceive themselves communicating and interacting with others (Weaver, 2005:60). The study of Crawford and Strohkirch (2006) revealed that communication apprehension (level of fear or anxiety on communicating) has a significant effect on knowledge management overall, especially on information creation. Communication style as a communication behaviour includes the way one interacts to create expectation for future on both participants (Coeling & Cukr, 2000:65).

The review of the topics above reveals that the basic assumptions of this study can be proposed as the belows:

Ha. Knowledge sharing has positive relationship with communicative dimensions.

Hb. Knowledge sharing varies due to group differences.

Hc. Communicative dimensions vary due to group differences.

Hd.Within-group sharing is more common than out-group sharing.

3.         Method

3.1.      Sample And Data Collection

Data were collected in Canakkale Onsekiz Mart University (COMU), Turkey. COMU was founded as a state university in 1992. Comu has nine faculties, two institutes, two graduate schools and eleven vocational schools serving a total of about 25.000 students with about 2000 academic and administrative staffs. Its academic performance in terms of scientific articles appears at the web of science is noteworthy, and the rank of this performance among 77 Turkish universities (State and Private) is recorded as 22nd in 2005. Considering and evaluating the literature, a questionnaire form designed and conducted to collect data. The questionnaire form included four parts with demographic questions, knowledge sharing, communication style, and communication satisfaction. Of the 500 delivered forms, a total of 167 persons filled in the questionnaire forms correctly and delivered back.

 

Table1: Demography Of The Participants

 

Category

n

%

 

Category

n

%

 

 

Tenure

1 year

2-3 yrs

4-5 yrs

6-9 yrs

10+

23

47

35

31

31

13.8

28.1

21.0

18.6

18.6

 

 

Age

25>

26-30

31-35

36-40

41-45

46<

19

22

42

39

27

18

11.4

13.2

25.1

23.4

16.2

10.8

 

Position

Academic

Administrative

111

56

66.5

33.5

 

Gender

Male

Female

107

60

64.1

35.9

 

As it can be seen in Table 1, demographic profiles of the sample show that the majority is male (64.1%); the major age is between 31 and 40 years of age. In terms of tenure at the current university, new comers are lower (13.8%).  The majority is academic (66.5%).

3.2.      Instrumentation

Knowledge sharing was measured with eight items of knowledge donating and knowledge collecting scales tested by Van den Hooff et al., in 2003 (Van den Hooff & De Ridder, 2004). Both scales are homogeneous and thus highly reliable (alpha=0.85 and alpha=0.77 respectively) in the mentioned study (Van den Hooff & De Ridder, 2004:122). Both scales of knowledge sharing are scored on a 5-point Likert Scale ranging from 1, “never true of me”, to 5, “always true of me” in our study, however the original version is 5-point agree/disagree scale (see Van den Hooff & De Ridder, 2004).

Communication satisfaction was measured by Communication Satisfaction Questionnaire (CSQ) developed by Downs and Hazen (1977). It is one of the most comprehensive instruments as it assesses the direction of information flow, the formal and informal channels of communication flow, forms of communication, and the relationships with various organizational members (Gray & Laidlaw, 2004:428). CSQ is a 40-item instrument with a proven reliability of .94 (Greenbaum et al, 1988) rating satisfaction with aspects of communication in the organization on a 7-point Likert scale ranging from 1, “very dissatisfied” to 7, “very satisfied”. In this study, we considered 5 of 8 factors or dimensions of CSQ, namely, horizontal communication (hc), supervisory communication (sc), organizational integration (oi), communication climate (cc), personal feedback (pf). A total of 25 items of CSQ was used with 5 items on each of 5 dimensions, on a 5-point Likert scale ranging from 1, “very dissatisfied” to 5, “very satisfied”.

Communicator style was measured with ten items of the final version of Duran & Wheeless’s Communicative Adaptability Scale: Self – Reference Measure (CAS-SR) in the work of Downs et al, (1988:564-565). This final version contains 30 items with 5 questions on each of the 6 dimensions. Each item is a statement of communicative behavior and is scored on a 5-point Likert Scale ranging from 1, “never true of me”, to 5, “always true of me” (Downs et al, 1988: 550-552). Its six dimensions are social composure (i.e. relax communicator experiencing little communication anxiety in social situations), wit (humor to diffuse anxiety and tension), appropriate disclosure (flexibility of self-disclosure), articulation (correct pronounciation, fluent speech, word choice, idea organization) , social experience (experienced to adapt to different social situations), and social confirmation (empaty and rewarding impression). In this study, we selected 2 questions on each of the 5 dimensions and excluded the dimension labelled as articulation.

3.3.      Analysis Of Data

The data collected were analysed via SPSS package version 12.0. Reliabilty analysis of questionnaire forms including measures of knowledge sharing, communication style and communication satisfaction are reliable. Cronbach’s alpha was found as follows: Knowledge sharing (0,848) shows high reliability, Communication style (0,650) is reliable, and Communication satisfaction (0,954) is highly reliable.

4.         Results

The relationship between knowledge sharing with its dimensions and communicative dimensions (communication satisfaction and communication style) was tested with correlation analysis. As it cab be seen on Table 2, knowledge sharing total (KSt) is strongly related with communication satisfaction total (Ct) and communication style total (St). Knowledge donating (KSd) has strong relationship with communication style (St), however, knowledge collecting (KSc) is strongly related with communication satisfaction (Ct).

Table 2: Correlations Between Knowledge Sharing And Communication

 

Comu

 

KSt

KSd

KSc

KSt

 

 

 

KSd

0,879**

0,000

 

 

KSc

0,777**

0,000

0,383**

0,000

 

Ct

0,315**

0,000

0,177*

0,022

0,376**

0,000

CPF

0,295**

0,000

0,185*

0,017

0,327**

0,000

COI

0,241**

0,002

0,176*

0,023

0,235**

0,002

CCC

0,136

0,079

0,027

0,730

0,228**

0,003

CHC

0,363**

0,000

0,191*

0,013

0,451**

0,000

CRS

0,320**

0,000

0,185*

0,016

0,376**

0,000

St

0,275**

0,000

0,262**

0,001

0,187*

0,016

Scomp

0,078

0,314

0,007

0,927

0,142

0,067

Sconf

0,273**

0,000

0,257**

0,001

0,188*

0,015

Sexp

0,211**

0,006

0,264**

0,001

0,059

0,446

Sdiscl

0,250**

0,001

0,193*

0,013

0,230**

0,003

Swit

0,011

0,883

0,049

0,531

-0,042

0,587

 

**Significant at the 0.001 level (2-tailed); *Significant at the 0.05 level (2-tailed).

The overall situation of the COMU staff was tested by split- half method to see 1)if they are more alert on knowledge donating or knowledge collecting; 2)if they prefer within-group sharing or outside-group sharing. Table 3a displays that the mean of donating (15,42) is higher than collecting (14,50). The within-group mean (12,36) of donating is higher than the mean of out-group (10,56); and the within-group mean (7,53) of collecting is higher than out-group mean (6,96) just like donating (see Table 3b, 3c). Thus, intragroup preference of sharing is over than out group sharing that supports the group view.

 

Table 3a: Scale Statistics For Donating Versus Collecting Knowledge

 

 

Mean

Variance

Std. Deviation

N of Items

Part 1 (collecting)

14,50

11,408

3,378

4(a)

Part 2 (donating)

15,42

10,498

3,240

4(b)

Both Parts

29,92

29,318

5,415

8

a  The items are: c1, c2, c3, c4.

b  The items are: d2, d3, d5, d6.

 

Table3b: Scale Statistics For Knowledge Donating Within-Group Versus Out-Group

 

 

Mean

Variance

Std. Deviation

N of Items

Part 1 (within)

12,36

5,171

2,274

3(a)

Part 2 (out)

10,52

7,456

2,731

3(b)

Both Parts

22,88

19,877

4,458

6

a  The items are: d1, d2, d3.

b  The items are: d4, d5, d6.

                                                  

Table3c: Scale Statistics Knowledge Collecting Within-Group Versus Out-Group

 

 

Mean

Variance

Std. Deviation

N of Items

Part 1 (within)

7,53

4,202

2,050

2(a)

Part 2 (out)

6,96

3,577

1,891

2(b)

Both Parts

14,50

11,408

3,378

4

a  The items are: c1, c2.

b  The items are: c3, c4.

 

 

Table 4: Differences Between Groups And Comparison

Variable

Chi-square

p

Groups

u

z

p

 Mean

kscollect

 

 

11.073

 

 

0.050

26-30/ 36-40

237.0

-2.908

0.040

15.5/13.13

31-35/ 36-40

564.0

-2.431

0.015

14.79/13.13

36-40/ 41-45

346.5

-2.363

0.018

13.13/ 15.33

 

In order to see the differences between groups, Mann-Whitney U test and Kruskal Wallis H test were conducted. Significant differences were found between age groups concerning knowledge collecting as shown in Table 4. People with the age of 36-40 are poor on collecting knowledge.

Table 5: Differences By Positional And Gender Groups

Category

n

Mean

Variable

u

z

p

 

 

Position

111

56

Academic

Administrative

22.36

23.91

composure

2991.5

-3.035

0.002

111

56

Academic

Administrative

8.51

7.77

kscollect

2436.0

-2.284

0.022

Gender

107

60

Male

Female

8.26

8.83

Confirm

2584.5

-2.166

0.030

Composure style and collecting knowledge is significantly different between academic and administrative groups. There is a significant difference between male and female with their confirmation style. No significant difference was found between groups in terms of tenure (see Table 5).

5.         Conclusions

This study examined the relationships between knowledge sharing and communicative dimensions in COMU. Empirical findings revealed that overall of sharing knowledge has positive relationships with communicative dimensions in Turkish culture (Ha). The focus of sharing -donating and collecting knowledge varies. It can be claimed that people are more willing to deliver knowledge due to communicators’ style, and the ones seeking knowledge are influenced by the communication satisfaction they have. The state of knowledge donating is over collecting knowledge. On sharing knowledges and skills with groups, peope are more alert to share (donate or collect) those knowledges and skills with their own groups than out-groups. In terms of group differences, collecting knowledge is influenced by position (academic versus administrative). Age that is influential on knowledge collecting but not on knowledge donating reveals that people at the age between 31-39 are not so willing to collect knowledge (Hb). This should be tested with intention to leave the organization. In terms of communication dimensions, only the style is different. The difference of communication style between gender confirmation style indicates that women are more empathical and rewarding than male; and the difference between composure level of administrators and academics indicates that academics are less relax communicators, that is surprising because of their teaching and presenting experiences (Hc). Knowledge delivering or donating is commonn than collecting knowledge and in-group sharing is common than out-group sharing (Hd). The findings of the study can not be generalised, since the data were limited to COMU from Turkey.

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Contact the Author:

Associate Prof. Dr. Murat GÜMÜŞ, Çanakkale Onsekiz Mart University, School of Tourism & Hotel Management, Terzioglu Campus, 17100, Canakkale/ Turkey; Phone : :+90-286-218 00 18 1575) ; Fax: +90-286-218 05 47 ; Email : muratgumus@yahoo.com