Knowledge sharing within organizational boundaries of Hong Kong construction firms

The organizations’ performance is enhanced with knowledge. Practitioners in the construction industry are apt to share tacit knowledge through face-to-face discussions of practical problems. However, it is still a widespread critique that most experiences gained by practitioners reside with individuals rather than organizations. This study attempts to synergistically bring the theoretical foundations and pragmatic insights together to develop a research model which deduces ways to cultivate knowledge sharing among colleagues through face-to-face interactions within organizational boundaries of the private sector of Hong Kong construction firms. Qualitative and quantitative methodological approaches were used in the study. In particular, the amalgamation of the Theory of Reasoned Action and Luft and Libby’s multiplicative model was employed as the research framework. Observable phenomena in organizations were unfolded through a focus group discussion in the presence of five council members from affiliated professional bodies. A 35-item questionnaire was also mailed to 750 local private construction firms. This survey resulted in responses from 204 contractors, representing a return rate of 24%. Results indicated that junior staff were much more fearful than experienced staff about receiving criticism about their personal knowledge, and that they shared their knowledge purposively for problem-solving rather than to seek new knowledge. However, experienced staff tended to use their own judgment to solve problems and assumed greater contributions to problem-solving. Furthermore, the factor analysis and structural equation modelling revealed four constructs. The standardized regression weights of three constructs on the extent of knowledge sharing were: (1) self-interest (r=0.75); (2) organizational benefits (r=0.57); and (3) knowledge network (r=0.53) while team spirit, affected knowledge sharing indirectly through the other three constructs. Thirteen variables from the four constructs explained 90% of the variability in the extent of knowledge sharing. The findings inferred that management should arouse employees to the significance of knowledge sharing and their role in the organization. Staff of similar professions and positions should be located in proximity to each other to form a close-knit working community. In addition, team goals and rewards perform better for Hong Kong employees of a collectivist culture.