High-performance,knowledge sharing and ICT skills

Abstract

In recent years, high-performance work (HPW), and its effects on other organizational constructs, such as organization performance, have attracted the attention of numerous researchers. This study assesses the association between HPW components and knowledge workers’ knowledge sharing, given the mediating role played by managers’ information and communications technology (ICT) skills. In terms of methods, the study is descriptive-correlational and its sampling population consists of knowledge workers, employed by the Electric Distribution Company of the Isfahan Province, associated with knowledge repositories. Using Cochran’s formula and a questionnaire with a return rate of 82 percent, the sample size is 92 people. To test the study’s hypotheses, the structural equations software Smart PLS3 is used. As the results suggest, except for employee empowerment, all other components of HPW, namely hiring and selection, employee training and development, compensation and bonuses, and employment security, have positively meaningful effects on knowledge sharing. Strongly supported is the mediating effect of the managers’ ICT skills on the associations between high-performance work and knowledge workers’ knowledge sharing. Also discussed are implications for pertinent policymaking and future research.

Keywords

Knowledge sharing high performance work knowledge workers ICT skills

Anahita Ahmadi is a Ph.D student of business administration at Faculty of administrative sciences and economics at university of Isfahan in Iran. Human resource management, Organizational behavior, Knowledge management and Strategic management are some of his areas of interests.

Ali Nasr Isfahani is an associate professor and faculty member of management department at faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Indigenous Organizational Behavior within a Persian context.

Mehdi Abzari is a professor of leadership and Organizational behavior. His research interests are mainly in the areas of Organizational behavior, Knowledge Management, Leadership, Organizational Culture and Organizational Development.

Ali Safari is an assistant professor and faculty member of management department at faculty of administrative sciences and economics at University of Isfahan in Iran. His research interests are mainly in the areas of Organizational Behavior and technology Development.

1 Introduction

The majority of experts believe that without attention to knowledge, survival of organizations will not be possible and the crucial to survival of organizations in current competitive environment is attention to knowledge management (KM). In 1990s, KM with its theoretical and practical aspects was officially introduced into works on management in an endeavor to offer a proper response to the era of knowledge and information explosion [9]. In 21st century, work environment is changing in an increasing and continuous manner. That is why prediction of future of organizations is difficult.

Knowledge plays an important role in management and leadership of any organizations since it is one of main components of modern organizations. In other words, managers of organizations should learn the way to manage their knowledge capital. Because of necessity of quick response to new economic ideas and business models, rapid technological changes, quick innovation in knowledge-based products and services, globalization and development of markets and competitions, complicated and problematic leadership and management challenges, necessity of long-term learning of knowledge creation and sharing between workforces, increasing demands and requirements of stakeholders, changing work environments, and necessity of sharing information, skills, and expertise, organizations have no choice but to use KM properly. In fact, organizations should continuously endeavor to enhance their learning, adaptation and modification capabilities so as to secure their survival. Successful deployment of KM in organizations requires precise knowledge of theoretical principles, practical aspects of knowledge deployment, and barriers against and available solutions for organizations.

These barriers and solutions might be related to human, organizational, cultural, political and technical aspects. The main aspect of KM is human aspect which if neglected, it will create a lot of problems for realization of intended purposes. Attention to employees is an essential part of KM programs. In fact, KM is search for those measures which maximally affect realization of KM. Some reviews suggest that motivations and stimulating activities targeting employees affect inter-organizational knowledge transfer directly.

The growing trends of investment and innovation in information and communication technologies have enabled successful managers to mentally grasp the value of information and communication. They have found out that integration of their business with ICT knowledge is a necessity and any decision making should be premised on such knowledge. The use of ICT has led to some organizational changes such as structure and job description. As technology is introduced into an organization, that organization can resume its operations with fewer middle managers. Moreover, if ICT is used in an organization, access to information will be easier. In fact, higher rate of technological changes and complexities is correlated with higher demand for those knowledge workers with essential skills to benefit all advantages of new technologies. Therefore, conditions for employees’ trust in organization will be provided and they can share their knowledge more confidently.

On the other hand, organizations have experienced numerous changes within past few years. In this regard, Organization for Economic Co-operation and Development (OECD) suggested, organizations are not the same as they were during previous century since they have become more complicated and demanding and business environment is competitive. Most of modern organizations have knowledge-related businesses since they play a major role in creation, distribution and learning of knowledge. Transfer of knowledge, training of employees with skills and efficiency in different fields are their major responsibilities and social demand for such organizational roles is increasing continuously. Previous experiences of establishment of KM in knowledge-based organizations suggest that effective KM requires significant changes of organizational cultures and values and structure as well as compensation. The findings of previous studies conducted in different countries suggest that most managers are unaware of effect of actions of employees on organizational achievements [9].

However, changes of culture, management method and different governmental structures contribute to different results in different companies and fields. In addition, managers do not distinctly emphasize different components of personnel management such as recruitment, training, hiring and compensation but integrate all of these activities into consistent procedures, so as to increase employees’ performance and their cooperation with each other. In fact, previous studies on personnel management based on a strategic approach emphasize on systematic effect of actions of personnel management. This has led to development of HPW which maximize the balance between social aspect of an organization and its bureaucratic aspect. In contemporary economical science, managers endeavor to use KM so as to extract the knowledge stored in minds of organizational members and share it among all employees. In this case, stored knowledge turns into a perpetually usable source which offers the organization with a sustainable competitive advantage [6].

Considering the significance that researchers attribute to HPW and employees’ knowledge sharing, and owed to the lack of domestic field studies on this subject, this study’s purpose is to examine the effect of HPW components on knowledge workers’ knowledge sharing, through the mediating role that managers’ ICT skills play. A theoretical model is suggested which presumes that individuals’ inclination to share knowledge is affected by components of HPW and manager’s ICT skills plays a positive mediating role in the association.

In contrast to previous studies concerned with distinct effect of each variable of HPW and ICT skills on KM, this study pays attention to concurrent effect of the two variables on knowledge sharing and not KM. Knowledge sharing refers to a set of behaviors such as exchange of knowledge and information and helping others in exchange process. In this regard, research variables are defined generally. Then, review of literature is followed by introduction of hypotheses and conceptual model. In the next step, statistical sample is detailed and certain explanations concerning methodology and analysis of collected data are offered. The results of data analysis are detailed in section 4 and conclusion and suggestions for further studies are made in section 5.

2 Literature review

2.1 High performance work

HPW refers to the set of actions of employees which show horizontal alignment. In addition, the co-alignment of employees’ intentions with organizational purposes and creating mutually beneficial human relationships motivate employees enough to let them show arbitrarily desirable behaviors [9]. The purpose of HPW is to increase organizational efficiency and effectiveness. Such works contribute to a situation in which employees consider organizational purposes as their own purposes and seek to realize them. In diverse studies on HPW conducted during past few years, different aspects were considered when this type of works are concerned. Chuang and Liao defined HPW as made up of six aspects: recruitment, training, contribution, performance evaluation, compensation and bonus, and care [1]. Gittell also defined 10 aspects for such works which are different from those aspects defined by Chuang and Liao: selection, conflict resolution, performance measurement, rewards, meetings and limit setters [4]. Consequently, depending on their fields of activity other researchers define other aspects of measurement of HPW [12]. In this research, measurement of HPW is done through the aspects introduced by Chin-Ju Tsai [11]. These aspects include hiring and selection, employee training and development, rewards and compensation, employee empowerment and employment security.

2.2 Knowledge sharing

KM is a business optimization activity which identifies, obtains or creates the knowledge that an organization needs so that employee’s performance and their competitiveness increase and sharing of knowledge between employees is facilitated. In this manner, they can strive for organizational development, and consistently assess knowledge sharing so as to promote their knowledge quality. This is why knowledge sharing is related to a set of behaviors which contribute to knowledge and information sharing and helping others share their knowledge. In addition, the notion is similar to behaviors of an organizational citizen which he/she arbitrarily presents in an organization [13]. In fact, knowledge sharing is the crucial element of efficient knowledge management plans and it is essential to share the knowledge in an organizational department before it is used at different organizational level [9]. Davenport suggested that sharing of knowledge among employees refers to making knowledge accessible to others in an organization. This is a process in which an individual’s knowledge is turned into a comprehensible and applicable formats [2]. Davenport points to the fact that knowledge sharing is a voluntary act which is different from reporting work process based on common organizational affairs and policies. Knowledge sharing includes an individual’s deliberate action who participates in activities associated with knowledge exchange [9].

2.3 Knowledge workers

Knowledge workers can be the key to an organization’s competitive advantage. Knowledge workers use their expertise, education or experience to create, share or apply knowledge in their job, so that they can contribute to their organizations. Their work is non-routine, creative and requires intelligence to solve new problems every day, make decisions and fulfill the requirements of customers and other stakeholders. The number of knowledge workers has increased due to trends such as new sectors of knowledge production within the economy, new technology and automation that reduce the need for manual work and a more service-oriented market.

Knowledge workers are those who create, distribute or modify knowledge. They develop a new idea, engage in knowledge distribution and use knowledge as a source. They might engage in research and development and participate in knowledge developments actively. Knowledge workers are the ones whose knowledge of a subject and not their physical ability is used. The primary value of knowledge workers for organizations is their ability to collect and analyze information and make decisions based on analytical results. These workers are characterized by high levels of education or skill, technological literacy and abstract reasoning. They can observe, combine and interpret data and information, communicate new perspectives, and enable better decision making and solutions [8].

2.4 Information and communication technology skills

ICT could be defined as a technology for collection, organization, storage and distribution of information such as voice, image, text or number through computing and telecommunication means. Apart from different definitions and wide range of applications of ICT in different areas of human’s life, quick access to information and doing different affairs without attention to geographical distances and time limitations are major contributions of this technology. Information technology allows organizations to control their experts’ knowledge and reduce the need for technological expertise [7]. The extent to which managers use ICT is one of the contributing factors to quality and efficiency of using these technologies. Some managers are used to reporting. Their computers give them more time to go out of their offices and get in touch with current affairs more frequently. They also know that they can spend more time planning different activities. Another aspect is the challenge that managers face in terms of using potential of IT for supporting their decision making process. Information technology could change decision-making process and styles [3].

2.5 High performance work and knowledge sharing

HPW are significant since they allow organizations to promote their capabilities and development potentials, and facilitate means and activities of KM. An effective recruitment could facilitate selection of qualified staff for doing the tasks that an organization needs them to be done. Recruitment of knowledgeable and skillful personnel for operation of means and activities of KM is critical. The newly hired employees may share their knowledge if they can adopt a wider and more suiTable approach. In addition, it is critical that organizations select those candidates who cooperate better in developing KM. Selection of those people with proper skills and viewpoints for doing intended tasks enables organizations to acquire their knowledge from diverse sources, integrate it, and improve the rate of suggestion of creative ideas. In addition, employee training affects the development of capacity for KM. Continuous professional development is critical for knowledge workers.

Organizations need to take internal and external training opportunities for developing their employees’ knowledge and expertise. Developing diverse training programs could prepare employees for learning new knowledge and expertise, improving their viewpoint and equipping them with innovative minds and skills. Such training plans should encourage employees to share their expertise and experience, obtain new knowledge and use what they learn. As a result, training plans are critical for employees engaged in KM process.

Contribution is another function of HPW which may prepare employees for positive engagement and participation in KM as well as learning activities. Those employees who possess wider skills, expertise and responsibilities should enjoy higher freedom when doing their works. Giving employees more freedom and letting them participate in making decisions could add to their engagement, awareness and commitment. If employees enjoy more opportunities for provision of their inputs and determination of necessary measures, they might add to diversity and richness of shared knowledge, offer new ideas and facilitate identification and application of organizationally distributed knowledge and expertise. Performance evaluation and payment are among functions of HPW which organizations could use for reinforcement of employees’ behavior and driving them towards realization of organizational purposes.

In regard to performance evaluation, if organizations require their employees to show desirable behaviors, they should offer certain feedbacks and incentives which reinforce desirable behaviors in employees. If organizations determine unique evaluation criteria for associating employee’s performance with their participation in sharing and application of knowledge, the employees will be motivated to work on KM activities. In addition, the organizations should reward creativity, risk taking approach and problem solving ability so as to improve knowledge sharing and exchange. If they reward knowledge acquisition and sharing through payments, employees may make more endeavors to conduct KM activities [9]. Based on the hypotheses and the discussion above, the present study’s conceptual model is depicted on Fig. 1.

Fig.1

Conceptual model.

3 Methodology

This study purposes to examine the effect of HPW on knowledge workers’ knowledge sharing through mediating role of managers’ ICT skills. Because of implementing research findings in the community, the present study is applied in terms of its purpose and it is descriptive in terms of data collection. In regard to methodology, this study is categorized as a survey which is one of the common methods of observation.

The statistical population of present study includes knowledge workers (i.e. experts and managers) employed in Electric Distribution Company of Isfahan Province who are associated with knowledge repositories. In fact, the questionnaire copies were solely distributed among those who were associated with KM in this organization. The total number of people (knowledge workers) employed in Electric Distribution Company of Isfahan Province when this survey was being conducted was 155 individuals. Using Cochran’s formula, the sample size was determined in a way that 112 participants received copies of the questionnaire. Finally, considering 83 percent return rate of the questionnaire, the final sample consisted of 92 participants.

In order to measure the aspects of HPW, a questionnaire premised on the work of Chin-Ju Tsai [11] was used. To measure the aspects of knowledge workers’ knowledge sharing in employee’s knowledge repository, a questionnaire premised on the work of Maleki was used. Measurement of managers’ ICT skills was done through a questionnaire which was originally introduced by Yagubi Farani, Haji Hashemi and Saeidi [12]. It should be noted that the questionnaire is divided into two parts, namely general questions and research questions. The questions of second part were scored based on five-point Likert scale. Considering the low number of samples, test of reliability of translated questionnaire was done by asking relevant professors and experts and their adjustment comments were noted. In order to review the validity of the questionnaire, Cronbach’s alpha coefficients were calculated the results of which are shown in Table 1.

Table 1
Cronbach’s Alpha Coefficients

Aspects Cronbach’s alpha coefficient

HPW (5 aspects) 0.842

Sharing knowledge into knowledge repository (1 aspect) 0.855

Managers’ ICT skills 0.887

Aspects	Cronbach’s alpha coefficient
HPW (5 aspects)	0.842
Sharing knowledge into knowledge repository (1 aspect)	0.855
Managers’ ICT skills	0.887

4 Findings

First, demographic characteristics of members of intended statistical population are addressed. The results are shown in Table 2. Observably, most members of statistical population are within the age range of 30 to 40 years and most of them have bachelor’s degrees. In regard to job experience, most of them have been working for 5 to 10 years.

Table 2
Demographical Population of Statistical Sample

Younger than 30 30–40 40–50 Older than 50

Age 11 (13%) 37 (39%) 39 (31%) 15 (17%)

Associate Degree Bachelor’s Degree Master’s Degree Doctorate Degree

Education 5 (7%) 46 (48%) 33 (35%) 8 (10%)

Less than 5 Years 5–10 10–20 20–30

Job Experience 17 (19%) 30 (30%) 28 (32%) 17 (19%)

	Younger than 30	30–40	40–50	Older than 50
Age	11 (13%)	37 (39%)	39 (31%)	15 (17%)
	Associate Degree	Bachelor’s Degree	Master’s Degree	Doctorate Degree
Education	5 (7%)	46 (48%)	33 (35%)	8 (10%)
	Less than 5 Years	5–10	10–20	20–30
Job Experience	17 (19%)	30 (30%)	28 (32%)	17 (19%)

4.1 Correlation

As shown in in Table 3, results of correlation test suggest that research variables are significantly correlated with each other at 95% confidence level. Therefore, any change in each one of the variables contributes to change of other relevant factors.

Table 3
Correlation Coefficients of Aspects of High Performance Work Systems and ICT Skills

Research Variables Frequency Correlation Coefficient Level of Significance

HPW and ITC skills 92 0.487 0.000

Selection and hiring and ICT skills 92 0.363 0.001

Training and development and ICT skills 92 0.549 0.000

Performance-based reward and ICT skills 92 0.703 0.000

Employee empowerment and ICT skills 92 0.791 0.000

Employment security and ICT skills 92 0.728 0.000

ICT skills and knowledge sharing 92 0.406 0.000

Research Variables	Frequency	Correlation Coefficient	Level of Significance
HPW and ITC skills	92	0.487	0.000
Selection and hiring and ICT skills	92	0.363	0.001
Training and development and ICT skills	92	0.549	0.000
Performance-based reward and ICT skills	92	0.703	0.000
Employee empowerment and ICT skills	92	0.791	0.000
Employment security and ICT skills	92	0.728	0.000
ICT skills and knowledge sharing	92	0.406	0.000

4.2 Validity and reliability

Table 4 shows the statistics related to validity and reliability.

Reciprocal factor loadings method: Based on Table 5, all questions on endogenous and exogenous latent constructs share higher factor loading with their relevant construct. This suggests that research model has accepTable divergent validity.

Table 4
Values of Convergent and Divergent Validity, Composite Reliability, Cronbach’s Alpha and Indices

Statistic Cronbach’s Alpha Composite Reliability Convergent Validity Divergent Validity Result

Index Higher than 0.7 Higher than 0.7 Higher than 0.4 – –

Selection and hiring 0.83 0.89 0.71 0.82 AccepTable

Training and development 0.88 0.93 0.75 0.84 AccepTable

Performance based reward 0.89 0.94 0.72 0.88 AccepTable

Empowerment 0.91 0.94 0.76 0.89 AccepTable

Employment Security 0.85 0.89 0.69 0.79 AccepTable

Technological skill 0.92 0.95 0.77 0.88 AccepTable

Knowledge sharing 0.82 0.86 0.68 0.80 AccepTable

Statistic	Cronbach’s Alpha	Composite Reliability	Convergent Validity	Divergent Validity	Result
Index	Higher than 0.7	Higher than 0.7	Higher than 0.4	–	–
Selection and hiring	0.83	0.89	0.71	0.82	AccepTable
Training and development	0.88	0.93	0.75	0.84	AccepTable
Performance based reward	0.89	0.94	0.72	0.88	AccepTable
Empowerment	0.91	0.94	0.76	0.89	AccepTable
Employment Security	0.85	0.89	0.69	0.79	AccepTable
Technological skill	0.92	0.95	0.77	0.88	AccepTable
Knowledge sharing	0.82	0.86	0.68	0.80	AccepTable

Table 5

Factor Loadings

Variable	Symbol	Factor Loading	Level of Significance	Result
	Q1	0.781	Less than 0.01	Significant
	Q2	0.852	Less than 0.01	Significant
	Q3	0.848	Less than 0.01	Significant
	Q4	0.810	Less than 0.01	Significant
	Q5	0.829	Less than 0.01	Significant
	Q6	0.821	Less than 0.01	Significant
	Q7	0.813	Less than 0.01	Significant
HPW	Q8	0.789	Less than 0.01	Significant
	Q9	0.778	Less than 0.01	Significant
	Q10	0.775	Less than 0.01	Significant
	Q11	0.808	Less than 0.01	Significant
	Q12	0.844	Less than 0.01	Significant
	Q13	0.800	Less than 0.01	Significant
	Q14	0.817	Less than 0.01	Significant
	Q15	0.869	Less than 0.01	Significant
	Q16	0.837	Less than 0.01	Significant
	Q17	0.846	Less than 0.01	Significant
ICT Skills	Q18	0.847	Less than 0.01	Significant
	Q19	0.848	Less than 0.01	Significant
	Q20	0.861	Less than 0.01	Significant
	Q21	0.839	Less than 0.01	Significant
	Q22	0.880	Less than 0.01	Significant
Knowledge Workers’	Q23	0.868	Less than 0.01	Significant
Knowledge Sharing	Q24	0.882	Less than 0.01	Significant
	Q25	0.908	Less than 0.01	Significant

Fornell and Larcker’s method: Fornell-Larcker criterion compares squared AVE of latent variables with their correlation values. Based on this criterion, the condition for satisfaction of divergent validity is higher AVE than all correlation coefficients of a variable. As shown in Table 6, square of AVE for the variable of knowledge sharing is more than value of correlation between these indices and other constructs. Therefore, value of AVE for this construct is more than common variance between the construct and other construct of the model. This finding confirms proper divergent validity of the variable.

Table 6

Fornell-Larcker’s Divergent Validity Indices

	HPW	ICT Skills	Knowledge Sharing
HPW	0.849	–	–
ICT Skills	0.749	0.870	–
Knowledge Sharing	0.824	0.770	0.859

4.3 Path analysis and test of hypotheses

Path analysis is concerned with evaluation of presumed associations. The values of path coefficients represent standardized beta (β) of regression, critical value shows t coefficient of each path and level of significant signifies the level of confidence in the obtained values. In order for hypotheses to be supported, the critical value of t is higher than 1.96 and significance level should be less than 0.05. The analytical results could be detailed in terms of direct effects which define the association between two variables and indirect effects which are concerned with association between more than two variables.

4.3.1 Direct effect

In this section, review of direct effects of independent variables on dependent ones is detailed. The results of this review will be detailed distinctly based on main and secondary hypotheses.

The main hypothesis of present study suggests:

H.1- HPW positively affect knowledge workers’ knowledge sharing through mediating role of managers’ ICT skills.

The results of structural equations test for this hypothesis is detailed in Table 7 and Fig. 2.

Table 7
Results of Direct Path Analysis of Main Hypotheses

Row Path of Main Hypotheses Path Coefficient Critical Value Level of Significance Result

1 HPW - ICT skills 0.963 120.028 0.000 Supported

2 HPW - Knowledge sharing 0.748 6.892 0.000 Supported

3 ICT skill - Knowledge sharing 0.223 2.041 0.042 Supported

4 ICT - skills HPW 0.045 1.372 0.651 Denied

5 Knowledge sharing – HPW 0.0583 1.482 0.732 Denied

6 Knowledge sharing - ICT skill 0.563 5.873 0.000 Supported

Row	Path of Main Hypotheses	Path Coefficient	Critical Value	Level of Significance	Result
1	HPW - ICT skills	0.963	120.028	0.000	Supported
2	HPW - Knowledge sharing	0.748	6.892	0.000	Supported
3	ICT skill - Knowledge sharing	0.223	2.041	0.042	Supported
4	ICT - skills HPW	0.045	1.372	0.651	Denied
5	Knowledge sharing – HPW	0.0583	1.482	0.732	Denied
6	Knowledge sharing - ICT skill	0.563	5.873	0.000	Supported

Fig.2

Results of direct path analysis of main hypotheses.

As analytical results of section 3 represented in Table 7 suggest, path coefficients of hypotheses 1 to 3 are positive and relevant t statistics for all three steps are larger than critical values (i.e. 1.96≤7.206; 1.96≤129.768; 1.96≤2.129). Therefore, the null hypothesis is rejected and the raised purposes are supported. In sum, one could suggest that the main hypothesis of study is confirmed. The test results of hypotheses 4 to 6 shows that except the relation between knowledge sharing and ICT skill, the reciprocal feedback relations are not supported. In Table 8, R2 values signifying the extent to which variation of constructs are explained by other constructs suggest that almost 92 percent of variations of “managers’ ICT skills” is explained by HPW and 89 percent of variation of “knowledge sharing” is explained by “managers’ ICT skills”.

Table 8

Determination Coefficients of Variables

Variable	Determination Coefficient	Adjusted Determination Coefficient
High Performance Work Systems (HPW)	_	_
Managers’ ICT Skills	0.933	0.929
Knowledge Sharing	0.891	0.889

The hypothesis of present study suggests:

As shown in Table 9 and Fig. 3, significance levels of hypotheses 1, 2, 3, 5, and 6 are less than 0.05 and critical value is higher than 1.96, so these hypotheses are supported. The other hypotheses are denied since the significance levels are higher than 0.05 and the critical values are less than 1.96.

Table 9

Results of Direct Path Analysis of Secondary Hypotheses

Hypothesis	Path	Path Coefficient	Critical Value	Level of Significance	Result
1	Selection and recruitment- Technological Skills	0.274	3.566	0.000	Supported
2	Training and Development- Technological Skills	0.162	2.010	0.045	Supported
3	Performance based Reward- Technological Skills	0.294	4.218	0.000	Supported
4	Empowerment- Technological Skills	0.074	0.981	0.327	Denied
5	Employment Security- Technological Skills	0.219	2.657	0.008	Supported
6	Technological Skills- Selection and Employment	0.672	811.392	0.000	Supported
7	Technological Skills- Training and Development	0.093	0.1.213	0.264	Denied
8	Technological Skills- Performance based Reward	0.073	0.979	0.325	Denied
9	Technological Skills- Empowerment	0.059	0.843	0.256	Denied
10	Technological Skills- Employment Security	0.066	0.876	0.278	Denied

Fig.3

Results of direct path analysis.

4.3.2 Indirect and total effect

Indirect effect is analyzed for a group of paths in which there is one or few mediating variables. Total effect refers to the set of direct and indirect effects. The review of total effect enables determination of effectiveness of variables in a path. The results of this review are as detailed in Table 10.

Table 10
Results of Indirect Path Analysis

Independent Variable Mediating Variable Dependent Variable Direct Effect Indirect Effect Total Effect Significance Level

HPW Managers’ ICT skills Knowledge workers’ knowledge sharing 0.748 0.215 0.963 0.000

Knowledge workers’ knowledge sharing Managers’ ICT skills HPW 0.563 0.025 (n.s) (n.s) –

Independent Variable	Mediating Variable	Dependent Variable	Direct Effect	Indirect Effect	Total Effect	Significance Level
HPW	Managers’ ICT skills	Knowledge workers’ knowledge sharing	0.748	0.215	0.963	0.000
Knowledge workers’ knowledge sharing	Managers’ ICT skills	HPW	0.563	0.025 (n.s)	(n.s)	–

The hypotheses 11 and 12 are concerned with mediating effect of manager’s ICT skills on the association between HPW and knowledge workers’ knowledge sharing. Based on Table 10, one could conclude that the mediating role of ICT skills in the effect of HPW on knowledge sharing is supported, but in the effect of knowledge sharing on HPW is denied.

5 Conclusions

This research purposed to examine the effect of deployment of HPW on knowledge workers’ knowledge sharing through mediating role of ICT skills of managers working in Electric Distribution Company of Isfahan Province. The findings of the present study, which was conducted for the first time in Iran at an organizational scale, suggest that there is a strong association between HPW, managers’ ICT skills and knowledge sharing. This result is supported by surveys conducted abroad. The findings also suggest that if employees’ coordination is designed and implemented correctly based on a systematic approach, it could increase knowledge workers’ knowledge sharing. The present survey also suggests that HPW signify the good will of an organization and therefore, it increases employees’ trust in the organization. To achieve their purposes, organizations need to use ICT. The technology enables managers to quickly process information, control and coordinate more complicated structures, and facilitate organizational performance through quick feedback and integration mechanisms. Therefore, considering the significant role of managers’ ICT skills the organizations are expected to pay attention to selection of their managers and provide the necessary trainings for managers of different organizational departments.

In addition, the present survey findings could enable managers to reinforce knowledge sharing in organizations. The design and implementation of HPW for gaining employees’ trust is recommended in order to motivate employees to share their knowledge. In fact, based on social exchange theory the employees will trust an organization, show constructive behaviors, and realize organizational purposes if an organization shows goodwill and strives to satisfy its employees’ requirements and expectations. Lack of consistency between components of employees’ management creates conflicts and conflicting components might neutralize positive effect of each other. In contrast, when employees’ purposes co-align, then they create a synergy with a significantly positive effect. For instance, payments based on individual performance might create competition and reduce cooperation between employees and knowledge sharing. However, payment based on collective performance contributes to employees’ trust, cooperation and knowledge sharing. In addition, certain measures such as training and feeling of employment security might create synergy and increase managers’ ICT skills. Therefore, this characteristic motivates employees to share their knowledge. The present study merely focused on knowledge-based organizations that are located in Isfahan City. It is recommended to conduct similar surveys on other industries and organizations. In addition, apart from the role that HPW might play in increasing of employees’ interest in knowledge sharing, command-and-control arrangements require a lot of investment in employees and this implies that organizational expenses will increase. It is recommended to conduct other surveys on the association so as to determine whether benefits of HPW exceed their costs and whether this type of activities affects organizational efficiency and profitability in long term.

In regard to ICT, one should note that since managers perform weakly in terms of troubleshooting software and hardware problems of computers, working with statistical and graphical applications, website development and membership in online libraries, training such courses is recommended if they are more relevant to KM.

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