Các yếu tố thúc đẩy chia sẻ tri thức ở khu vực công - Trường hợp nghiên cứu điển hình tỉnh Nghệ An

Nội dung text: Các yếu tố thúc đẩy chia sẻ tri thức ở khu vực công - Trường hợp nghiên cứu điển hình tỉnh Nghệ An

1. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 DRIVING FACTORS FOR KNOWLEDGE SHARING IN PUBLIC SECTOR: THE CASE OF NGHE AN CÁC YẾU TỐ THÚC ĐẨY CHIA SẺ TRI THỨC Ở KHU VỰC CÔNG - TRƯỜNG HỢP NGHIÊN CỨU ĐIỂN HÌNH TỈNH NGHỆ AN Tran Dieu Linh Department of Economics, Vinh University linhtd@vinhuni.edu.vn ABSTRACT In a world of rapid change driven by globalisation, knowledge is most important resource in organisation and the only way for them gain sustainable improvement, particularly public organisation (Kim & Lee, 2006). In a developing like Vietnam, knowledge sharing and management have not been yet common, but organisations ingcreasingly pay close attention to build knowledge sharing culture in their working environment. Interestingly, citizens have an increasing demand for high public service quality in their exchanges with public organisation (Luu, 2017). Hence, enhance sharing of knowledge for better public service is crucial in government agencies to adress that demand and build credibility in the society. The purpose of this study is to explore factors that encourage a knowledge sharing culture in public sector in Nghe An province. The research conducts a qualitative study based on 35 interviews with civil servants from different positions of 6 public organisations in Nghe An. The contribution is a conceptual framework that reveals key factors driving the successful sharing of knowledge in public organisations in three level: individual level, organisational level and technological level. The paper concludes with a number of recommendations with the aim of improving the effectiveness of sharing knowledge in public sector. Keywords: Knowledge sharing, driving factors, public sector, Nghe An. TÓM TẮT Trong thế giới đang thay đổi nhanh chóng do toàn cầu hóa, tri thức là nguồn lực quan trọng nhất trong tổ chức và là cách duy nhất để đạt được sự phát triển bền vững, đặc biệt đối với các tổ chức khu vực công (Kim & Lee, 2006). Ở một nước đang phát triển như Việt Nam, việc chia sẻ và quản lý tri thức chưa được phổ biến, tuy nhiên các tổ chức ngày càng chú ý tập trung xây dựng văn hóa chia sẻ tri thức thức trong môi trường làm việc. Đáng lưu ý là công dân hiện nay có yêu cầu ngày càng cao về chất lượng dịch vụ công cộng họ nhận từ các cơ quan và tổ chức công (Lưu, 2017). Do đó, việc tăng cường chia sẻ tri thức để nâng cao dịch vụ công rất quan trọng đối với các cơ quan nhà nước nhằm thỏa mãn yêu cầu của công dân và xây dựng uy tín của tổ chức trong xã hội. Mục đích của nghiên cứu này là khám phá các yếu tố khuyến khích văn hóa chia sẻ tri thức trong khu vực công ở tỉnh Nghệ An. Bài viết tiến hành một nghiên cứu định tính dựa trên 35 cuộc phỏng vấn với các công chức từ các vị trí khác nhau của 6 tổ chức trong khu vực công ở Nghệ An. Sự đóng góp là một khung hiểu biết cho thấy các yếu tố chính thúc đẩy việc chia sẻ tri thức thành công trong các tổ chức công cộng ở ba cấp độ: cấp độ cá nhân, cấp độ tổ chức và trình độ công nghệ. Bài viết kết luận với một số khuyến nghị với mục đích nâng cao hiệu quả của việc chia sẻ tri thức trong khu vực công. Từ khoá: Chia sẻ tri thức, nhân tố thúc đẩy, khu vực công, Nghệ An. 1. Introduction Knowledge is indispensable to virtually all organizations, particularly public organisations. Knowledge is information, experience, skills used and shared to achieve the organisation's goals, it is created and circulated among members of the organization through lessons learned and practical practices. This knowledge will then be stored in the best ways to be easily retrieved and reused in the future to meet the operational and development needs of the organization (Dalkir, 2011). In the increasingly modern world, citizens have an increasing demand for high public service quality in their exchanges with public organisations (Luu, 2017). Hence, enhance sharing of knowledge for better public service is crucial in government agencies to adress that demand and build credibility in 444
2. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 the society. Knowledge sharing and management have been at the core of government tasks- inseparable from strategy, planning, consultation and implementation (OECD 2001). However, evidence drawn from the existing literature suggests that public sector is falling behind private sector in these practices. Although continuous budget cuts and rising demands concerning flexibility and modernisation raises the interest for knowledge sharing in the public sector, the actual implementation of knowledge management is still in its early stages. Governments are now realising the importance of knowledge management to its policy-making and service delivery to the public and some of the government departments are beginning to put knowledge sharing high on its agenda. This research‟s main objectives focuses on exploring the key factors driving knowledge sharing in public organisations in Nghe An and suggesting some recommendations to encourage knowledge sharing with the aim of improving performance and creating the knowledge sharing culture in public sector. The remainder of the study is organised as follows. The next section will display theoretical studies on knowledge sharing, importance of knowledge sharing in public sector organisations, and driving factors for knowledge sharing in public sector. The relevance of data and research method will be established in the Section 3. The following section will introduce empirical results and discussion, and the last section includes the recommendation and conclusion. 2. Literature review 2.1. Job-related knowledge Knowledge: Knowledge is defined as a fluid mix of contextual information, experience, skills, expert insight used and shared to achieve the organisation's goals, it is created and circulated among members of the organization through lessons learned and practical practices. This knowledge will then be stored in the best ways to be easily retrieved and reused in the future to meet the operational and development needs of the organisation (Dalkir, 2011). Job-related knowledge: Job-related knowledge or job knowledge is known as the knowledge that individuals possess concerning the jobs they are doing. Job-related knowledge includes job related entities such as operational thoughts, behaviors, organisational.routines, operation procedures, and customer.knowledge, as well as individuals‟ insightsand past working experience which related to their current.job (Yang, 2004). Job-related knowledge can be in explicit or tacit form. Tacit knowledge based on practice refers to the application of knowledge, that is, knowing shortened ways of accomplishing certain tasks and how to apply it in ways that add value to customers. On the other hand, technical tacit knowledge is similar to explicit knowledge, only that it is impossible to capture all of them in a written form, and as such could only be taught through shared practice. Regardless of the distinction made, job- related knowledge is the most important knowledge that individual employees need to share with their colleagues and the rest of the organisation. Therefore, from this point forwards the term „knowledge‟ refers to „job-related knowledge‟. 2.2. Knowledge sharing Knowledge sharing is the vital basis of any knowledge management program. Knowledge increases when it is shared (Janus, 2016). Sharing of job-related knowledge is practice transforming the knowledge from being an individual knowledge into organisational knowledge (Huysman & De Wit, 2001). When individual knowledge has been transformed into organisational knowledge, it has better opportunities of being used and retained and within the organisation. Moreover, the ability to share information, knowledge, ideas, perspectives or solutions among collaborators, represents possibly the greatest strategic advantage of an organisation. For non-profit organisations, such as the government, knowledge sharing represents the means for continuous performance improvements, and this is thought to result in increased customer and employee satisfaction (Kim & Lee, 2005). In most organisations, there have been considerable efforts to encourage employees to share their job-related knowledge. 445
3. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 2.3. Importance of knowledge sharing in public sector organisations Knowledge is a vital resource to all organisations, particularly public organisations. Knowledge, especially one cultivated through stakeholder sharing, is a lever for sustainable improvement in public sector. Knowledge management plays an increasing importance for governments in dealing with the challenges created by the knowledge economy. Kowledge sharing provides several major benefits for an public organisation to adress the challeges in several aspects (OECD 2003): a) Knowledge has become a critical determinant of competitiveness for the public sector. Service delivery and policy making are considered as the main tasks for government. In the knowledge economy today, governments are increasingly facing competition in these areas at both international level and national level. At the international level, for example (OECD 2003), NGOs and governments are in competition with foreign organisations delivering similar service. Research institutes compete to attract the best researchers and funding while universities are increasingly in competition to attract the most investments, the best students and professors. At the national level, competition among public bodies is also increased following the decentralisation processes. Moreover, citizens today are becoming more demanding for high public service quality in their exchanges with public organisations (Luu, 2017). Knowledge is an important element of competition and is a central resource of the government to improve quality of public services. Effective functioning of the public sector organisations rests on effective acquisition and dissemination of knowledge. b) Retirement of public officials and frequent transfer of knowledge workers across government agencies also create new challenges for maintaining of knowledge and preservation of institutional memory and the training of new staff. Public organisations need to promote knowledge sharing activities now to start retaining the knowledge currently in the heads of these employees. Unless this is done, services to the citizens will be affected. Therefore, capturing tacit knowledge and then training the staff is important so that it can be passed on to new ones (Bulchandani, 2015). In summary, for the public sector, effective managing and sharing knowledge could reduce the cost of operations and improves customer service with the aim of improve their working performance and maintain reputation in society. Increasingly knowledgeable citizens require governments to be at the forefront of newly created knowledge, as it is increasingly produced rapidly by more different actors. Public sectors have to face these challenges and improve knowledge sharing culture in order to take advantage of opportunities offered by globalisation, the knowledge-based economy, and new development of Information Communication Technology (Dalkir, 2011). 2.4. Driving factors for knowledge sharing in public sector The sharing of knowledge has often been emphasized as important factor for increasing organisational performance and efficiency (Bulchandani, 2015). Consequently, factors influencing the effective sharing of knowledge have widely been investigated from different angles (Janus, 2016). Many works also exclusively focus on the public sector (Kim & Lee, 2006; Amayah, 2013). The results of these studies suggest that the most driving factors are devided in 3 different level as following: 2.4.1. Individual level factors - Reciprocal relationship and trust in colleagues: Many researchers have demonstrated that people are sharing knowledge when the interpersonal relationships are strong and a high sense of community exists within the organization [10],[16]. The trust in the people that receive and benefit from the shared knowledge has shown to be particularly important in this context. While trust represents one of the most important drivers for facilitating knowledge sharing, studies have also shown that it is the hardest to overcome [20]. Employees who believe their mutual relationships with others can improve through their knowledge sharing are likely to have positive attitudes toward knowledge sharing (Bock et al., 2005). 446
4. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 - Rewards: A study from (Bock et al., 2005) shows that reward may have a positive effect on knowledge sharing behavior. Organisational culture that values knowledge sharing behavior seems to be successful in this regard. Rewards are benefits or incentives that employees expect to receive in sharing their knowledge, such as: salary, promotion, or other benefits (Dong et al., 2010). Knowledge sharing is most likely to occur when employees perceive that incentives exceed costs (Bock et al., 2005). Joseph and Jacob (2011) confirmed that rewards have an indirect effect on knowledge sharing intention of IT employees through their attitude toward knowledge sharing. 2.4.2. Organisational level factors Organisational factors are essentially the characteristics of the organisations that provide an environment for knowledge sharing. Some of organisational factors that have been found to influence employees‟ knowledge sharing behavior are social culture (Lee & Kim, 2006), management support (Lin & Lee, 2004; Khalil, 2013). 2.4.3. Technological level factors Information Communication Technology support (ICT support): The use of IT has a significant influence on knowledge sharing behavior. ICT provides methods and applications for knowledge sharing activities, such as: groupware, intranet, database, video conference The quality, accessibility and availability of ICT devices might have an significant impact on knowledge sharing ability. ICT support gives a driving force to improve efficiency and effectiveness of knowledge sharing. Thus, it has a direct impact on perceived behavioral control, and an indirect impact on the intention to share knowledge (Zhang & Ng, 2013). Individual level factors Knowledge Organisational sharing level factors Technological level factors Figure 1: Knowledge sharing factors (Adapted from Kukko, 2013) 3. Research methodology In this study the method that the researcher have chosen to carry out is a qualitative research design in the hopes to explore the effectiveness of knowledge sharing in public sector in Nghe An. The subject of this study concentrates on employees in term of knowledge sharing practice. For this research, the author chose 35 participants from 6 agencies in Public Sector in Nghe An with varying knowledge sharing experience and conducted in-depth interviews with participants from different administrational levels. Interview questions were open-ended, enabling researchers to discover, comprehend and get the insights of the participants on how they perceive and assess impact factors of knowledge sharing (Denzin & Lincoln 2018). In preparation for the interviews, we developed an interview guideline covering the topics KS context, motivation (impact factors), outcomes, and performance. Each interview had an average length between 25 to 40 minutes. Participants were asked to 447
5. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 provide years of work experience in their job position and department. By interviewing candidates from different organisations, the diverse environments in different organisations enabled to explore a range of knowledge sharing practices. To maximize our outcome with respect to the observed phenomenon, we chose participants from different job positions (employee vs. management), different functional units (organisations vs corporations), size and hierarchical level of agency (local vs provincial vs national), which is inline with the theoretical sampling approach of qualitative research methods. Particularly, interviewees are working either in administration departments, (such as People's Committee of Vinh City and Nghe An Confederation of Labour) or in field departments (such as Nghe An Department of Statistics, Nghe An Industry and Trade Department, Vinh University and Nghe An College of Economics. For a full overview of the participants, we refer to Table 1. Table 1: Overview of the interview candidates Number of Level Rank Proportion Interviewees 14 Senior officers (with no management responsibilities) D 40 % 10 Lower managers (Head of Section) C 28.6 % 8 Middle managers (Dean of Department) B 22.8 % 3 Higher manager (Vice- President/ Director of Office) A 8.6 % The answers of participants were transcribed, coded, and grouped by common key themes using Nvivo version 11, a text analysing software for qualitative research. From the transcripts, data were filtered and classified to identify and elaborate participants‟ responses on impact factors and practices of knowledge sharing. 4. Results and discussion As a result from the application of the qualitative method, the researcher derived findings that explore factors influencing the sharing of knowledge in the public sector in Nghe An. 4.1. Individual level factor Reciprocal relationship and trust in colleagues Trust and reciprocal relationship between employees is considered to be a very important factor in encouraging interviewees to share knowledge. Employees in public sector in Nghe An believe their mutual relationships and trust can improve positive attitudes toward knowledge sharing. Therefore, it has a direct impact on knowledge sharing intention. Rank B officers viewed trust as key to encouraging employees to share with each other. However, both these interviewees and others from middle management considered the level of trust in their organisation to be low: “To be honest, I see that the level of trust in my department and is quite low between employees, especially among those who are in the lower ranks” (Rank B candidate). There was also a general recognition that this was a factor that needed to be addressed. Rank C officers commented further on the link between trust and knowledge sharing: “If the relationship between me and my colleagues was good, then I would increase my effort to share what I have with others even if my knowledge was not very unique because I know my institution will respect what I have” (Rank D candidate). “I‟m not trying to say that trust between us in this department is low but what I‟m trying to say is that the level of trust in our department does not help to increase the exchange of knowledge and the trust and relationship factor are very important to me in the process of knowledge exchange” (Rank C candidate). 448
6. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 One middle manager was committed to building trust, because he recognised its value inthe workplace in general, and in knowledge sharing, more specifically: “I‟m very sure if the managers are trying to build a good level of trust and relationship among their employees then they will not face any problem encouraging their employees to share what they know. And, this isexactly what I have been trying to do for a long time, and now you can see that among my lower managers” (Rank A candidate). Mutual relationships and trust between employees is considered to be a very important factor in encouraging employees to share knowledge (Cheng et al., 2008). Mutual trust and goof relationships lead to increased knowledge sharing, make knowledge sharing less costly, and increase the likelihood that knowledge acquired from fellow colleagues is sufficiently understood. Moreover, in the Vietnamese culture it is more important to build a relationship than to solve a problem and relationships in Vietnamese culture are built upon the concept of trust (Dong, 2010). Rewards One factor that is often cited as important in sharing knowledge is rewards. However, interviewees in this study did not explicitly mention rewards. The most frequently mentioned term in the transcripts was „„encouraging from manager‟‟. In the public sector in Nghe An, managers have a high level of power in relation to rewards and reward structures. Accordingly, interviewees may conflate rewards with managers and theiractions. In addition, being a public sector organisation it is more likely that rewards would beintrinsic (self-esteem, respect) than extrinsic (monetary, promotion). Moreover, in Vietnamese culture many things can be achieved on the basis of just two values, namely trust andrespect, values considered to be attractive rewards in themselves for Vietnamese. This means reward has no significant impact on attitude toward knowledge sharing. In Vietnam context, employees are rewarded for their productivity rather than on knowledge sharing, so that, this affection is not really impactful. Therefore, managers of public organisations should use reward policy carefully in order to raise knowledge sharing intention. 4.2. Organisational level factors Social culture Hofstede‟s (2005) study indicated that Vietnamese society is collectivistic in nature. In such a society, sharing knowledge should happen naturally because it is the tendency of a collectivistic society to help the others. However, on the research, data which is collected and analysed shows that the workplace in public sector in Nghe An is characterized with unique values and work culture. The officers in Nghe An are often considered as very shy people and are very concern about saving „face‟, or should we say afraid of „losing face‟. Most of them are afraid of making mistakes and receiving negative feedback, even though we are not sure that we will be getting one. Moreover, the idea of giving and receiving praise also makes some of us feel ill at ease (Rank C candidates). Therefore, when discussing about work, some of us can be quite reserve in expressing our ideas and opinions, much less voluntarily offering our knowledge to other people. Besides, employees tend to hoard knowledge for their own personal interests which may relate to promotion opportunities, influences, powers and chances to gain superiority at work. Many civil servants believe that sharing knowledge could decrease their authority, supremacy, influence and recognition, which could negatively impact their career success in general. Similarly, more than 2/3 interviewees (includes rank A, B, C and D) stated that knowledge is considered a source of power; thus, possessing it can also become a barrier to sharing it with others. Management support Many interviewees believe that leaders, at various levels ofmanagement, have an important role in encouraging employees to share knowledge: 449
7. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 “The general manager plays the most important role in knowledge sharing. Even if there were no programmes or administrative plans serving this issue, the general manager or director can activate the process of knowledge sharing” (Rank C candidate). The required attributes for this role include tolerance of mistakes, developing trust,increasing motivation to share knowledge, empowering subordinates and building along-term perspective of the organizational goals among employees. All interviewees agreed that when the leader gives employees a chance to express their opinions and encourages them to make suggestions this may help employees to influence decision-making andemployees might therefore feel that their knowledge sharing is practically relevant. 27 out of 35 interviewees expressed the belief that their manager should be aware of the importance of knowledge management and its processes: "The knowledge sharing process depends on the awareness of the manager related to knowledge management because even if there is knowledge sharing, but thereis no mechanism to document such contributions, the knowledge will be lost; therefore, the manager should understand what knowledge management involves in order to be able to encourage contributions and exploit the knowledge from such contributions" (Rank B candidate). Other commentators have emphasised the need to for all levels of leadership to cooperate indeveloping an organzational knowledge culture. 4.3. Information Communication Technology (ICT) support ICT support refers to the availability of information and communication technology that are intended to facilitate knowledge sharing activities. All of candidates accepted that technology is a key enabler of sharing knowledge in organisations. It supports various knowledge sharing activities through providing efficient storage, retrieval, and transfer mechanisms and it is thus essential to the successfullness of knowledge management. Many participants expressed their view that ICT tools (such as Discusson forums, Website, Corporate Emails) can accelerate Knowledge Sharing in government organisations and government support in policy making, can play a crucial role in betterment of Knowledge Sharing. An interviewee of Rank C opined that ICT tools can be used for gathering, documentation, storage and preservation of knowledge. This implies that besides facilitating Knowledge Sharing now, ICT tools can safeguard knowledge for future use and sharing. However, 23 out of 35 interviewees emphasized that they have little access to external and internal networks for knowledge exchange and do not often use social media tools such as Facebook, Zalo for knowledge sharing activities concerning their work. Besides, in the context of modern world today, the IT landscape of pulic sector in Nghe An seem to be old, employees might lack the means and also the general skills of how to effectively share their knowledge. Hence, IT development plays an important role to ensure the successfull of sharing knowledge. 5. Conclusion For public organisations to stay sustainable development, they must be able to exploit the internal knowledge that resides within the human memory of their skilled civil servants (Amayah, 2013). In order to convert individual knowledge into organisational knowledge, individuals must consciously cultivate their knowledge and undertake the task of sharing. Public organisations then must provide the means for such a behaviour to be instilled within its employees, leading to the knowledge sharing culture in the organisation. However, the successful of knowledge management practices in the organisations depends on its wholesome integration of culture, structure, technology and people. 450
8. INTERNATIONAL CONFERENCE FOR YOUNG RESEARCHERS IN ECONOMICS & BUSINESS 2019 ICYREB 2019 Based on the finding result, some recommendations for improving knowledge sharing activities of public servants could be suggested as follows: Firstly, creating an innovative and open organisational climate for encouraging knowledge sharing is significantly important for organisations. On the organisational part, it must ensure to have a proper infrastructure which can facilitate the knowledge flows, processes and resources which can provide continuous learning culture. Secondly, it is vital for managers in public sector to apply suitable criteria for evaluating and rewarding employees‟ effort in knowledge sharing. Managers should pay attention to the importance of factors in the context of Vietnamese culture such as motivation, encouragement and stimulation of individuals to capture, distribute, transfer and apply useful knowledge. Thirdly, one of the best way to improve knowledge sharing culture in public sector is strengthening the relationship between employees by teamwork and team building activities in organisations. According to Erasmus University Rotterdam (2005), teamwork means sharing of knowledge and also sharing of success. Teamwork allows each team member share his or her own knowledge and skills by teaching other team members, and at the same time learns from others any skills and knowledge that he or she does not possess (Hererra, 2001). Besides, through teamwork and team building activities, employees can better understand and trust each other to share their knowledge, information, skill and experience freely and enthusiastically. Forthly, without the ICT support, sharing of knowledge in public organisations can never be successful. Organisations‟ actions should be applying ICT platform (hardware/ software) to support communication, collaboration and to make it easy for knowledge sharing between employees, and holding workshops and seminars to enhance employees‟ IT skills. Last but not least, focusing on training and coaching for employees plays an important role in improving the productivity and capability of knowledge sharing activities. Some of the approaches such as, job rotation, cross training, peer assist, sharing sessions open easy opportunities to the employees in seeking new skills and ability. The employees at the same time have more confidence that the opportunities given to their capabilities in learning new skills will help in their career advancement in the future in the department. REFERENCES [1] Anand, A. & Walsh, I. (2016) Should knowledge be shared generously? Tracing insights from past to present and describing a model. Journal of Knowledge Management, 20(4), 713-730, [2] Amayah, A. T. (2013) Determinants of knowledge sharing in a public sector organization. Journal of Knowledge Management, 17(3), 454-471. [3] Bock, G. W., Zmud, R. W., & Kim, Y. G. (2005) Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quarterly, 29, 1-26. [4] Bulchandani, A. (2015) Why is Knowledge Sharing Important at Workplace? Retrieved from bulchandani [5] Cheng, J.-H., Yeh, C.-H. and Tu, C.-W. (2008), ‘‘Trust and knowledge sharing in green supply chains’’, Supply Chain Management: An International Journal, Vol. 13 No. 4, pp. 283-95. [6] Dalkir, K. (2011) Knowledge management in theory and practice, 2nd edition, Cambridge, MA: Massachusetts Institute of Technology. [7] Denzin, N. K., and Lincoln, Y. S. 2018. The Sage Handbook of Qualitative Research, (Fifth edition. ed.). Los Angeles: Sage. 451
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