Date of Conferral

2021

Degree

Ph.D.

School

Management

Advisor

David Banner

Abstract

AbstractBanking is one of the most knowledge-intensive sectors, relying heavily on accrued knowledge and the experiences of employees. Knowledge sharing is the most crucial, yet most difficult, process in knowledge management due to human behavior. The purpose of this qualitative case study was to explore the factors that influence finance employees in the banking sector to participate in knowledge sharing with their colleagues. The overarching research question focused on these factors. The conceptual framework included the self-determination theory, theory of planned behavior, Vroom's expectancy theory, and the socialization, externalization, combination, and internalization model. Criteria for the selected participants included more than three years of working experience in the banking industry. Seven semistructured interviews and 17 questionnaires designed to elicit the perceptions of the participants based on their lived experiences provided the data needed to assess the factors that influence finance employees in the banking sector to participate in knowledge sharing with their colleagues. Data assessment consisted of a thematic analysis, comprised of a pattern comparison of instruments. The findings of this study indicate that the primary factor of employee knowledge sharing among finance employees is managerial influence. The finding suggests that management contributes toward the culture of the workplace and sets performance expectations for knowledge sharing by all employees. The study results could provide managers with the necessary information to improve knowledge-sharing practices in the banking industry based on a better understanding of the perceptions and behaviors of their employees.

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