SUBMITTED TO

Miss Aleena Mukarram

SUBMITTED BY
Javeria Irshad
(2016-BBA-16)

Syeda Zoya Maqsood

(2017-BBA-40)

Hira Nazar
(2016-BBA-14)

Qurat-ul-ain Waheed
(2017-BBA-27)

Hafsa Sheikh
(2016-BBA-13)

DATE
18-12-18

SUBJECT
Organizational Behavior

TITLE OF THE PROJECT

Impact of knowledge sharing on organizational performance

“Impact of employee empowerment on creativity through

moderating role of training”

DEPARTMENT
Business Administration

Contents
CHAPTER#1................................................................................................................3
Introduction:................................................................................................................3
Significance:...............................................................................................................3
Objectives:..................................................................................................................4
CHAPTER#2................................................................................................................4
Literature Review.......................................................................................................4
CHAPTER#3..............................................................................................................14
Methodology.............................................................................................................14
Introduction:.............................................................................................................14
Research strategy:..................................................................................................15
Research Design.......................................................................................................15
Research Method:......................................................................................................15
Interviews:................................................................................................................15
Sampling strategy:.................................................................................................15
Instrument Design.....................................................................................................15
Analysis:...................................................................................................................15
CHAPTER#4..............................................................................................................16
Discussion.................................................................................................................16
CHAPTER#5..............................................................................................................18
Conclusion and Recommendations...........................................................................18
CHAPTER#6..............................................................................................................19
References.................................................................................................................19
Appendix...................................................................................................................20

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Impact of knowledge sharing on organizational performance

CHAPTER#1
Introduction:

In our project we are going to explain how employee empowerment can enhance the
creativity of the employee. We will also discuss the importance of the training session
to empower the employees which would lead towards the creativity of employees. We
will discuss how the creativity can be beneficial and profitable for the organizations.
As our title explains the relationship between employee empowerment and creativity
through the moderating role of the training. Empowered employees are loyal,
committed and potentially more productive. When employees are given the tools and
resources needed to successfully manage or lead their own projects, work toward their
goals and drive their own career, the benefits are endless. Empowered employees are
more likely to:
 Go the extra mile
 Follow best practices
 Be more productive
 Have good communication
 Embrace change
 Have a “can do” attitude
 Provide better customer service

There is a positive relationship between training participation and increased levels of

collective psychological empowerment and creativity with differential effects on the
dimensions of empowerment.
One of the challenges of today’s organizations is creating a corporate culture which
promotes employee creativity and innovation. For creativity to occur in organizations,
leaders have considerable influence over the context within which creativity can

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Impact of knowledge sharing on organizational performance

occur. There is a positive relationship between employee empowerment and creativity.

When the employees are empowered through training session they show creativity. So
the employee empowerment plays a significant role in making the employees creative.

Significance:

Because of the rapid changes in business environment and the pressure exerted by the
global competition forced the organizations to adopt modern management concepts to
achieve its goals in the competitive world. Consequently a few organizations started
to pay exceptional consideration regarding HR through the adaptation of the idea of
empowering, as it significantly affects enhancing results or performance. Leading
business organizations perceives that the concern of the human component is the best
approach to compete and accomplish excellence. There is no uncertainty that
employee’s interest is a basic and critical component for a wide range of
organizations.

Training is teaching how to use a process that employee already naturally have. It is
teaching them skills that they already have the capability and the capacity to
implement. It is giving them some framework so the training helps the employee to
improve their capabilities and teach them how to use the creative ways to increase the
performance of employees and also of organization.

In the learning based economy, expanding the significance of creativity, and

conveying a creative thought is the basis of the recognition of creativity that causes a
radical change of the economies of the products into the economies of thoughts.
Researchers believe that the empowerment of employees can affect in increasing their
creativity, through raising their sense of independence and ability to conduct their
business in their organizations. Employee empowerment has a positive role in the
development of creativity .The creative employees creative development work,
through innate characteristics they enjoy, such as intelligence, talent or through the
acquired properties as solution problems and these properties can be rehearsed and
developed, and helps the intelligence of the individual and his talent and
empowerment gives employee the freedom of actions and they can lead the
organization towards success. organization decentralization also changes the way the
manager functions. Instead of issuing orders the manager whose employees are
empowered has much of leadership role. When the workers are properly trained and
empowered management also has enough time to engage in thinking about goals and
vision of the firm.

Objectives:
The objective of our project is
 To increase our knowledge about the empowerment and creativity.
 To explore how creativity can be beneficial for the organizations.

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Impact of knowledge sharing on organizational performance

 To learn how the empowerment would enhance the creativity of the employee.
 To understand how the creative employees can help organizations hold unique
identity because this organization don’t copy what others do.
 To understand the need to encourage and support the senior management of any
new ideas offered by employees and different functional levels.
 To understand the impact of the empowerment of employees in enhancing
creativity.
 To determine how training can help employee improve their skills.
 To determine the extent of productivity and profitability employees gain from
creative training.
 To understand how the decentralized decision making can be cost effective for
organization because when the organization have empowered employees they can
save the organization from losses.

CHAPTER#2

Literature Review

Journal Name:
The Leadership Quarterly
Title of the Article:
How feedback about leadership potential impacts ambition, organizational
commitment, and performance
About Article:
In the present research we report results from two experimental studies that examine
how feedback about leadership potential impacts leadership ambition, organizational
commitment, and performance. Study 1 used an experimental vignette methodology
that controls for prior performance. Results show that individuals who receive
feedback that they have low potential to be a future leader have lower ambition and
organizational commitment relative to those who receive feedback that they have high
potential to be a future leader. Study 2 provides evidence of the causal behavioral
effects of feedback about leadership potential using a real task effort environment.
Results show that participants informed to be unlikely future leaders display lower
performance in a subsequent task than participants informed to be likely future
leaders. The findings from the two studies demonstrate that information about
leadership potential affects subsequent ambition to become leaders as well as

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Impact of knowledge sharing on organizational performance

performance. We discuss the implications of these findings for the importance of

followership, talent management, and leadership succession
Sample & sample size:
Two-hundred-and-fifty-six people with work experience participated in an online
experiment for a small reimbursement after being recruited via MTurk (Buhrmester,
Kwang, & Gosling, 2011; Goodman, Cryder, & Cheema, 2013). Six participants
failed to complete an attention checkasinstructed (This isacontrol question—please
select ‘2’) and one participant provided incomplete data for the dependent variable
leadership ambition, which led to a final sample of 249 participants (132 female; 115
male; 2 not specified) who we entered into the analysis. Participants' age ranged from
19 to 64years and their work experience ranged from one to 42years. Participants
worked in a wide array of industry sectors, while the vast majority were white-collar
industry workers. Around a third of participants indicated that they held a
management position. Participants were highly educated with 145 participants having
completed a university degree.
Two-hundred-and-sixty-four participants (131 male, 133 female) from a volunteer
undergraduate participant pool via ORSEE (Greiner, 2015) took part in a
computerized experiment programmed in z-Tree (Fischbacher, 2007). Participants'
self-reported age ranged from 17 to 40 the degree they studied included a broad range
of disciplines including physical and natural sciences and humanities and social
sciences.
Results:
Leadership ambition Analysis indicated a significant impact of the experimental
manipulation of leadership potential on leadership ambition, F (2,246)=9.26, p < .001.
Supporting H1a, decomposition by means of post hoc Tukey tests revealed that those
who were seen as unlikely future leaders showed lower leadership ambition than those
who were seen as likely future leaders and those in the control condition who were
provided with no information about leadership potential. At the same time, the
difference between those in the likely future leader condition and the control
condition was not statistically significant. Analysis revealed a significant impact of the
experimental manipulation on organizational commitment. Providing support for H1b,
post hoc Tukey tests indicated that those who were seen as unlikely future leaders
were less committed to the organization than those who were seen as likely future
leaders and those who were provided with no information about leadership potential.
At the same time, the difference between those in the likely future leader condition
and those in the control condition was not statistically.
Conclusion:
Prior research on leadership succession has advanced our understanding of the
strategic consequences of successions (i.e., once new leaders, typically at the top of an
organization such as CEOs, take office). However, we know little about the
motivational effects of feedback about potential (or not) to be a future leader.
Therefore, in the present set of studies we provide insight into the motivational
consequences associated with feedback about individuals' leadership potential. One

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Impact of knowledge sharing on organizational performance

may be tempted to believe that information about leadership successions is

necessarily energizing and that individuals feel inspired by the fact they are seen as
likely future leaders. However, the current research demonstrates that differential
feedback about leadership potential has unique differential motivational consequences
including for those who are unlikely to be chosen, over and above feedback about
previous performance. It thus appears somewhat paradoxically, then, that by singling
out likely future leaders, organizations are not necessarily more capable of cultivating
engaged future leaders than capable of demotivating those who are denied such
prospects.

Journal Name:
Academy of Management Proceeding
Title of the Article:
DIFFERENT KNOWLEDGE, DIFFERENT BENEFITS: TOWARD A
PRODUCTIVITY PERSPECTIVE ON KNOWLEDGE SHARING IN
ORGANIZATIONS
About the Article:
Investigating the implications of sharing different types of knowledge for task
performance in a study of 164 sales teams in a management consulting company, we
find that the benefits are complementary but distinct: while sharing of codified
knowledge improves task efficiency, sharing of personalized knowledge improves
task quality and signals competence to clients.
Most of the theory and research about the strategic advantages of knowledge for
organizations has focused on firm level rather than task unit level variation in
performance (e.g., Bierly & Chakrabarti, 1996; Decarolis & Deeds, 1999; Grant,
1996; Kogut & Zander, 1992). In contrast, knowledge management research has
focused on the sharing of knowledge between task units within firms (e.g,
Athanassiou & Nigh, 1999; Gupta & Govindarajan, 2000; Szulanski, 1996), but has
rarely examined the implications of this knowledge sharing for task unit outcomes.
Thus, these approaches do not address the question of the productivity of knowledge
work, because they do not investigate the effects of the application of available
knowledge to tasks.
Sample & sample size:
We tested our hypotheses at Centra Consulting, a management consulting firm that
employs more than 10,000 consultants in over 100 offices across the U.S. and
provides business, tax, and audit consulting services to corporate clients in a range of
industries. Our research focused on Centra teams that were developing sales proposals
with the purpose of bidding for a new client contract. Examples of client contracts
might be for business strategy development, enterprise resource software
implementation, or corporate tax advice. We sent surveys to the leaders of 259 bids.
Our final dataset includes 164 bids, of which 112 were won (68%) and 52 were lost
(32%). To measure the teams’ outcomes, we asked the bid leaders to respond to three

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Impact of knowledge sharing on organizational performance

statements on scales from 1 (strongly disagree) to 7 (strongly agree): “We were able
to spend much less time on the proposal because we used existing knowledge in
Centra” (time savings); “The proposaloverall (solution, methods, value, presentation,
and documentation) was among the best I have seen in Centra” (work quality); and
“We were able to communicate to the client Centra’s unique competencies in the areas
of the proposal” (signal of competence).
Results:
The main finding in this study is that different types of knowledge have different
impacts on a task unit’s performance. Electronic documents improved the time
efficiency of the teams at Centra, while personal advice improved the quality of work
and signaled their competence to clients. In addition, the results also demonstrate the
usefulness of distinguishing between content and process variables: controlling for
processing issues, the content of the knowledge being shared (i.e., quality and
relevance) had a positive impact on task performance, while the processing variables
had a negative effect on task performance holding content constant.
Conclusion:
The study can provide some insight into the causal mechanisms that link knowledge
sharing activities to task outcomes. We believe that such insights are crucial for
understanding how the productivity of knowledge workers such as management
consultants may be enhanced by sharing knowledge within organizations.

Journal Name:
Journal of Organizational Behavior
Title of the Article:
Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm
performance
About the Article:
Humble leadership is attracting increased scholarly attention, but little is known about
its effects when used in conjunction with less humble leadership behaviors that rely
on a perception of the leader as confident and charismatic. This study contrasts the
effects on top management team (TMT) potency and organizational performance of a
more humble (feedback seeking) and a less humble (vision) CEO leader behavior. We
hypothesize that CEO feedback seeking increases TMT potency and firm performance
by communicating to TMT members that the organization values their input and
encouraging their own feedback seeking, whereas CEO vision articulation influences
these outcomes by fostering greater clarity about the firm's direction, and an enhanced
ability to coordinate efforts within theTMT. CEOs who have not developed a vision
can achieve a similar positive impact on TMT potency and firm performance by
seeking feedback. In a sample of CEOs and TMT members from 65 firms, both CEO
feedback seeking and vision articulation exhibit positive direct relationships with firm
performance. However, only feedback seeking displays an indirect effect on

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Impact of knowledge sharing on organizational performance

performance via TMT potency. Finally, CEO feedback seeking has its strongest
effects on firm performance and TMT potency for CEOs who are not seen as having a
vision.
Sample & sample size:
The data used in the present study were collected as part of a larger global research
project. Survey data were gathered from 69 small‐ to mid‐sized for‐profit
organizations from 18 different industries located in the United States and Belgium.
We initially contacted 165 CEOs about participating in the study. The U.S. CEOs
were identified and contacted individually by the research team, whereas the Belgian
CEOs were invited to participate as part of an executive education program facilitated
by one of the authors. Once the CEO's agreed to participate, they provided the names
and contact information of the various members of their firm's TMT, who were
assigned surveys to complete as described below. Due to substantial missing data,
four firms were excluded from the sample, leaving us with a final sample of 422 TMT
members from 65 firms.
Results:
As firms' top leaders, CEOs are charged with enhancing firm performance and can use
a variety of strategies and tactics to do so. This study builds on prior research on
leader humility by comparing the effects of a more humble (FSB) and less humble
(CEO vision) means through which CEOs might increase the potency of their TMT
and thereby improve firm performance. In a multisource study of the CEOs and TMTs
of 65 small‐ to mid‐sized firms in the United States and Belgium, we found that both
CEO FSB and vision articulation are associated with improved TMT potency and firm
performance. However, although the indirect effect of FSB on performance via
potency is significant when controlling for vision, the indirect effect of vision on
performance via potency is not significant when controlling for FSB. Our results are
further qualified by a significant interaction between FSB and vision articulation.
Consistent with our predictions, we found that CEOs who are not perceived as
articulating a clear vision can create the same level of TMT potency and head
organizations with the same level of firm performance as more visionary CEOs, so
long as they are seen as frequently seeking feedback from TMT members. In contrast,
the benefits of FSB are less pronounced for CEOs who are described as articulating a
vision.

Conclusion:
In the end, even the highest levels of organizations are populated by people: people
who are responsive to the behaviors of their supervisor (in this case the CEO), who
feel various levels of confidence about their tasks (TMT potency), and whose
contributions help determine the organizations' performance. Our study suggests a
new and important means through which CEOs might lead these people—by asking
them for their feedback about their work behaviors and style. Importantly, we found
that seeking feedback from TMT members was especially helpful to CEOs who
engaged in lower levels of the vision articulation that customarily has been associated

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Impact of knowledge sharing on organizational performance

with effective top‐level leadership. Our findings highlight FSB as a humble means
through which CEOs might enhance firm performance

Journal Name
Academy of management proceeding (2017)

Article Name
Shaping environments conducive to creativity: the role of feedback, autonomy, and
self-concordance.

About this article

This article examines how employees’ perceptions of their feedback environment
affect their creative performance. Building on self-determination theory (SDT) (Deci
& Ryan, 2000), it examine one underlying mechanism explaining this relationship,
employees’ self-concordance, i.e.,the degree to which employees internalize their
work goals and consider these goals as an expression of their authentic interests and
values. Research has shown that in order for feedback to be effective, employees also
need to have discretion to implement the feedback in their daily work.

Sample
The sample consisted of 482supervisor-subordinate dyads from four consulting firms,
each employing between 300 and 800 employees. Two sets of online questionnaires
were used: a subordinate survey, measuring the antecedent variables and a survey for
the immediate supervisors of the subordinates to assess employee creativity. On
average supervisors evaluated 3.73 employees. The average job tenure and company
tenure of the employee sample was respectively2.7 years and 3.3 years. The average
dyadic relationship length was 2.5 years. 73.2 percent of our employee sample was
male, 77 percent worked full-time and the average age of the respondents was34 years

Findings
The findingsshow that self-concordance mediates the relationship between perceptions
of the coworker feedback environment and creative performance as well as the
relationship between perceptions of the supervisor feedback environment and creative
performance.

Conclusion
The present study contributes to the literature on the feedback-creativity relationship
by highlighting employees’ perceptions of the broader feedback environment as a new
avenue for enhancing employee creativity. Our results indicated that employees’
perceptions of a favorable coworker or supervisor feedback environment indirectly
influence their level of creative performance through the internalization of work

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Impact of knowledge sharing on organizational performance

goals. In addition, we found that autonomy moderated this mediation, such that the
more autonomy employees experienced at work, the stronger this relationship was.

Journal Name
Leadership Quarterly (2016)

Article Name
Dispersed leadership predictor of the work environment for creativity and
productivity.

About this article

This paper examines the relationship between the dimensions of dispersed self-
management leadership and a number of work environment dimensions conducive to
creativity and productivity. The paper also clarifies which of the dispersed leadership
behaviours best predict the dimensions of the work environment conducive to
creativity and productivity

Sample
The study involves a questionnaire-based survey of employees from a high
technology organisation operating in the United Arab Emirates (UAE). A total of 104
useable questionnaires were received from employees who are engaged in self-
managing activities. These were subjected to a series of correlational and regression
analyses.

Findings
There are three major findings in this research. First, the relationship between
dispersed leadership and the “stimulant” dimensions of the work environment for
creativity is positive and significant. Second, the relationship between dispersed
leadership, with the exception of encouraging self-reinforcement, and the “obstacle”
dimensions of the work environment for creativity is negative and significant. Finally,
the findings have clearly shown that the “stimulant” dimensions of the work
environment for creativity have a positive and significant impact on both creativity
and productivity.

Conclusion
It is concluded that leadership in a creative organisation is largely a matter of giving
employees resources, creative freedom, enthusiasm, support, a sense of ownership and
encouragement. Thus, the role of the leader is to be the provider of a context and
situation for creativity and productivity. The art lies in creating an organisational
culture which reinforces reciprocally warm relationships and facilitates dialogue, a
creative climate and innovativeness.

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Impact of knowledge sharing on organizational performance

Journal Name
Journal of Occupational and Organizational Psychology(2016)

Article Name
Psychosocial safety climate as a precursor to conducive work environments,
psychological health problems, and employee engagement

About this article

The article examines about workplace psychosocial safety climate (PSC) to explain
the origins of job demands and resources, worker psychological health, and employee
engagement. it uses PSC as an upstream organizational resource influence largely by
senior management, would precede the work context (i.e.,job demands and resources)
and would in turn predict psychological health and work engagement via mediation
and moderation pathways. Workers who experience a team environment that is
psychologically safe are free to engage in risk taking behavior that is necessary for
learning.
Sample
Participants were Australian Education Department employees, comprising teachers
(80%) and administrators(20%), from 19 schools: 11 primary schools, 1high school,
4secondarycolleges, 1preparation to year 12 college, and 2special schools. Schools
within two metropolitan regions considered similar to the department overall in terms
of socio-economic demographics were selected and then schools within the regions
were approached to volunteer. The number of schools participating was restricted to
approximately 20 due to constraints on project resources.

Findings
Top management support and commitment are necessary in stress prevention to
ensure that appropriate values and philosophies are adopted by giving people a voice
can be productive and empowering, giving workers a sense of control. An important
contribution of the study is that it proposed anew construct that is causally prior to
working conditions. It found evidence of a top-down effect of PSC on lower level
work entities, PSC predicting changes in skill discretion, work pressure, and
emotional demands over time. When senior managers failed to value worker well-
being, this will lead to an erosion of health.

Conclusion
An important contribution of the study is that it tests the longitudinal relationship of
PSC to changing working conditions over a12-month period and gives confidence that
PSC predicts job demands, psychological health problems, and employee
engagement. it also shows that PSC is a fundamental organizational condition
associated with both work psychological health and employee engagement.

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Impact of knowledge sharing on organizational performance

CHAPTER#3

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 Impact of knowledge sharing on organizational performance

CHAPTER#4
Findings

We have conducted a research in an organization named “National Credit Recovery

incorporation” located in G-8 Markaz Islamabad. Research approach
implemented has been that of semi structured interview. Our interview script consists
of twelve open ended brief questions. We have discussed them briefly with the
manager and employees of the organization and make analysis from them. Questions
related to our interest variables that are knowledge sharing, conducive environment
and organizational performance were asked. In the discussion part through the
analysis we will connect these variables, and this will help us to see the relationship
between these variables.

Questions and their responses

1. How do you encourage knowledge sharing in your organization?

We have several ways to enhance knowledge sharing within our organization. We
have well trained employees who are very collaborative and who have a clear
knowledge and understanding of the operation and procedures. Besides this, we have
also designed our workplace in such a way that facilitate interaction between
employees. There are casual open cabins so workers can immediately interact,
irrespective of the closed separate cabins where sharing and interaction becomes a bit
difficult. Moreover, we give rewards and incentives to those sharing information with
fellow employees. Whenever we notice a team member contributing something
valuable that will benefit the company, we try to give a bonus to the employee who
shares the most highly utilized piece of content and an incentive is sure to kickstart
some next-level collaboration.

2. How do you deal with the problem of knowledge hoarding?

No doubt there are knowledge hoarders in almost every organization. Mostly senior
employees do not share their knowledge or hides information from junior employees.
As I have already told we have certain compensation and incentives for employees
sharing useful information. Because everyone loves being rewarded, so that
dependency breeds the necessity to help each other and for experienced operators to
transfer their expertise to other team members. Also employees are shifted in different
teams and if an employee goes in team and don’t learn anything then team leader would
be liable for that.

3. How would you handle a hostile or non-conducive work environment?

If I feel that work environment of our organization is becoming non-conducive then
we arrange some casual seating in common spaces, set off-site event and meetings, set
aside time to share and contribute content, incentivize knowledge sharing and try to
arrange some training session that help develop habit of knowledge sharing in
employees.

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 Impact of knowledge sharing on organizational performance

4. What type of work environment do you prefer within the organization?

For my employees I would prefer that environment of our organization to be flexible
because flexible environment is a way to develop new, vital skills, there must be
strong coordination between teams and department, there must be some essential
strategies to discourage social loafing, for my organization flow of information is very
much important so environment where knowledge sharing practice is common will be
beneficial for employees as well as for the performance of organization.

5. In your opinion how knowledge sharing impact performance of your

organization?
Knowledge sharing offers long-term benefits to any kind of organization. The close
relationship in the organizations and the informal working environment is an
alternative opportunity to capitalize knowledge sharing to start innovation which is
the main strength for long survival. I my opinion the structure and culture of our
organization with knowledge acquisition, conversion, application and protection are
essential organizational capabilities for higher performance of our organization.

6. How does your organization facilitate knowledge sharing between employees

and top management?
Information and directions flow vertically in a hierarchical structure in our
organization. Information flows up through each level until it reaches the top. After all
the information has been received and assessed, a decision will be made at the top and
will flow down through the levels of the hierarchy until it reaches the level where the
decision will be implemented. The top management of the hierarchy often coordinates
all the activities and communication of the various parts of the organization.as our
organization is a private organization, so the process of flow of information is very
quick and fast in our organization. Our organization tries its best to facilitate
knowledge sharing as quickly as possible.

7. What is your preferred method of communication and why?

The structure of our organization is decentralized, and our organization follow
communities of practice. Communities of practice also provide access to external
knowledge sources. Communities of practice benefit considerably from emergent
information technologies, including blogs and social networking technologies and our
organization follow culture of low power distance in our organization bosses are not
as concerned with status symbols and would be more open to employee discussion
and participation. Employees are less submissive to their superiors and are more
likely to make themselves heard or to challenge the management.

8. What type of mechanism do you have in your organization for sharing

knowledge?
We believe that knowledge sharing brings endless benefit to organization. Knowledge
sharing increases social interaction in the workplace leads to a rise in creative
problem solving. In NCRI employees are required to work in teams Job shadowing
concept is being applied in which we choose another team member (who is not the
new hire’s superior) that exemplifies knowledge sharing and collaboration and allow
the new hire to shadow them for a week as they work. Within that week that new
employee is rotated in different teams and different departments observing a team
member who is not afraid to voice their opinions will set the tone of a collaborative
workspace that respects everyone’s opinion.

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Impact of knowledge sharing on organizational performance

9.

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Impact of knowledge sharing on organizational performance

CHAPTER#5

Discussion

17
Impact of knowledge sharing on organizational performance

CHAPTER#6

Conclusion and Recommendations

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Impact of knowledge sharing on organizational performance

CHAPTER#7

References

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Impact of knowledge sharing on organizational performance

APPENDIX

1. What type of work environment do you prefer within the

organization?
2. How would you handle a hostile or non-conducive work environment?
3. In your view what role does conducive environment plays in
knowledge sharing?
4. Does your organization facilitate knowledge sharing between
employee and top management?
5. What have you found to be the best way to monitor the organization
performance?
6. How much employees are confident in maintaining organization
performance?
7. How knowledge sharing between employees effect the organizational
performance?
8. Does your organization have mechanism for sharing knowledge?
9. What is your preferred method of communication and why?
10.Is there quick flow of information across department in your
organization and how it effects overall organization performance?

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Impact of knowledge sharing on organizational performance

11.How would you handle it if there is a problem of knowledge

hoarding?
12.Does typical employee of your organization shares knowledge acquire
from training and development program with other members?

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