דר' נועם קוריאט
Implications of Employment Contracts on IT Personnel Knowledge Sharing - as Reflected in Self-Reports and in Objective Electronic Footprints
There are several ways to carry out organizational Information Technology (IT) tasks, from in-house employment through extensive outsourcing, using a varying mix of internal and external workers. External workers are officially employed by a company other than the one where they are an integral part of the IT department personnel. The current study is focused on the motivation of IT workers to share their knowledge with colleagues, regarding their employment mode (internal vs. external). The study proposes, tests and validates an integrative model that combines six main factors influence the collaborative behavior of workers: the workers’ identiﬁcation with the organization; self, means and external efﬁcacy; human resource management practices; perceived organizational support, and adds a new factor: Employment contract. The integrated model shows that there is a significant difference in the way internal and external IT workers facilitate KS (Knowledge Sharing). The study further deepens to better capture the differences between internal and external IT workers regarding each factor presented in the integrated model, and defines the nature of the relationship between KS and employment contracts in the IT domain. This study found that external IT workers scored significantly lower on almost every factor making up the integrated KS model, and in particular compared to internal IT workers.
In addition, this study proposes a framework for Knowledge Sharing (KS) analytics among Information Technology (IT) workers, based on electronic source of collaborative software, used by IT developers, in an attempt to formulate an objective way to measure actual knowledge sharing. The findings confirm previous reports of differences in KS motivation between internal and external IT workers. Based on the metrics of electronic source footprints, suggested in this study, external IT workers' KS level was significantly lower than internal IT workers. Several practical implications for better knowledge management are discussed, including measuring knowledge sharing level as an ongoing procedure and practices to consider, when Employing external IT workers, in order to motivate collaborative behaviors and team work in IT departments.
Koriat, N., & Gelbard, R. (2018). Knowledge Sharing Motivation Among External and Internal IT Workers. Journal of Information & Knowledge Management, 1850026.
Koriat, N., & Gelbard, R. (2017). Knowledge Sharing Analytics: The Case of IT Workers. Journal of Computer Information Systems.
Koriat, N., & Gelbard, R. (2015). Insourcing of IT Workers: A Win-Win Strategy ‑ Economic Analysis of IT Units in Israeli Governmental Offices. In R. Wolf, T. Issa, & M. Thiel (Eds.) Empowering Organizations through Corporate Social Responsibility (pp. 241-254). Hershey, PA: Business Science Reference. doi:10.4018/978-1-4666-7294-9.ch012
Koriat N. & Gelbard R. (2014). "Knowledge sharing motivation among IT personnel: Integrated model and implications of employment contracts". International Journal of Information Management, Vol.34(5), 577-591.
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