Individual attitudes and organisational knowledge sharing

The purpose of this empirical study is to explore how employees process information after they have collected it, and investigate how individual attitudes to learning, sharing and storing influence organisational knowledge sharing. The data are derived from 499 respondents working in international tourist hotels in Taiwan. The results show that two significant factors, individual attitudes to (a) learning and (b) sharing, significantly impact on organisational knowledge sharing. This study implies that front-line managers should help rank-and-file employees to both learn and share knowledge and encourage the habituation of such behaviour patterns. It is suggested that this practice would enhance organisational performance.