Thesis (M.Hous.Man.)--University of Hong Kong, 2009. / Includes bibliographical references (p. 103-104).

"Major Subject: Management Information Systems" Title from author supplied metadata (automated record created 2010-03-12 12:08:51). Includes bibliographical references.

"Major Subject: Management Information Systems" Title from author supplied metadata (automated record created 2010-03-12 12:08:51). Includes bibliographical references.

Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2005. / Title from PDF title page (viewed on Dec. 5, 2005). Includes bibliographical references.

Thesis (M.S.C.I.T.)--Regis University, Denver, Colo., 2006. / Title from PDF title page (viewed on Sept. 7, 2006). Includes bibliographical references.

Thesis (M.Phil.)--Hong Kong University of Science and Technology, 2005. / Includes bibliographical references (leaves 85-87). Also available in electronic version.

Thesis (Ph.D.)--Brown University, 2005. / Vita. Thesis advisor: Stan Zdonik. Includes bibliographical references (leaves 115-120). Also available online.

Thesis (Ph.D.)--University of Nebraska-Lincoln, 2007. / Title from title screen (site viewed Oct. 10, 2007). PDF text: v, 110 p. : ill. (some col.) UMI publication number: AAT 3258768. Includes bibliographical references. Also available in microfilm and microfiche formats.

<p> Knowledge management (KM) has been determined by many researchers as one of the most important domains within the information systems (IS) field, and knowledge sharing (KS) has been identified as the most vital component of KM. Lack of KS within organizations has been approached from many perspectives. One perspective that has been outlined in recent studies is the organizational culture (OC) perspective, which examines the interaction between OC and KS behaviors. </p><p> Although research has been conducted on OC and KS, the findings of recent studies have been contradictory. These conflicts were due to the different operationalization of KS. The purpose of this research was to conduct a multi method study to investigate the interaction between KS and OC in detail. A case study within a Fortune 50 organization was undertaken to address the problem. By focusing on socialization adopted from the socialization, externalization, combination, internalization (SECI) model, the iceberg theory, and the Competing Values Framework (CVF), two questions were explored to address an unexamined area within the body of knowledge. Per the recent calls for research, the questions addressed KS itemized into knowledge seeking and knowledge contributing, and investigated the phenomenon at multiple levels of the organization. The first question examined the interaction between OC and KS via socialization amongst peers for: (a) overall organization, (b) non-managers, (c) first level managers, and (d) second-level managers. The second question examined the interaction between OC and KS via socialization amongst various levels for: (a) subordinates and managers in overall organization, (b) non-managers and first level managers, and (c) first level managers and second level managers. </p><p> Data were collected through 82 surveys, 23 interviews, 23 observations, and company records for the calendar year of 2017 to provide multiple types of data for triangulation. The quantitative data were analyzed through descriptive statistics, correlation tables, multivariate analysis of covariance (MANCOVA), and visualization. The qualitative data were analyzed through open coding, axial coding, and selective coding. The combined results were triangulated to reach the conclusions.</p><p> The MANCOVA displayed a significant interaction between OC and KS via socialization. Furthermore, the triangulated results showcased that perceived bureaucratic culture and perceived competitive- bureaucratic culture had a negative relationship with KS via socialization amongst peers, knowledge seeking for manager to subordinate, and subordinate to manager, but not for between level knowledge contributing. While perceived clan culture had a positive relationship with KS via socialization amongst peers, and for knowledge seeking from managers, but not for between level knowledge contributing. Perceived competitive culture was only discovered to have a negative relationship with knowledge seeking for level two managers, while having a positive relationship with knowledge contributing to employees, and knowledge contributing amongst peers with knowledge seeking as moderating variable. The various organizational levels also showcased distinct results which requires further investigation. Future research suggestions were made to extend the body of knowledge through various directions, alongside an IS solution recommendation for organizations to improve KS.</p><p>

<p> Business leaders may see social media as a distraction for their workers; however, blocking access could lead to a reduction in productivity. Using social media technologies with knowledge workers could achieve cost reductions for payroll of 30% to 35%. The purpose of this multiple case study was to explore how business leaders used a social media policy to support employee productivity. The conceptual framework for this study was social exchange theory, which supports the notion that dyad and small group interactions make up most interactions, and such interactions enhance employees&rsquo; productivity. The research question was to explore how finance industry leaders are using a social media policy to enhance productivity. The target population for this study was leaders from financial companies in Charlotte, North Carolina, who have experience in using social media policies to increase employee productivity. Data collection included semistructured interviews with 9 technology leaders and company documents at two companies related to the research phenomenon. Yin&rsquo;s 5-step data analysis approach resulted in 3 themes: employee productivity, communication, and open company culture. Business leaders should consider using a social media policy to engage employees to support productivity, enhance communication both externally and internally, and enrich company culture in a way that is visible to employees. Employee engagement in a social media platform to connect and communicate with people could lead to a happier workplace and encourage employees to volunteer more frequently for social good.</p><p>