CHAPTER FOUR

4. RESULT AND DISCUSSION

This section deals with the presentation, analysis and interpretation of the data obtained through
questionnaires and interviews. This section consists of two parts. The first part deals with
background of the respondents. The second part deals with the analysis and result of the study

Socio-demographic information of the respondents

The general information about the respondent’s sex, age, educational qualification, profession
and years of experiences are presented for better understanding of their background. The data
was collected on the characteristics of the respondents are presented in the table 1 below. One
hundred fifty-two self-administered questionnaires were distributed among the study
participants. Of the total distributed 152 questionnaires, 147 (96.7%) were completed and
returned for analyses and 5(3.3%) questionnaires having missing value were ignored.

Table: Socio-Demographic information of the respondents

No Required information variables Responses in Frequency Percentage (%)

1 Gender (Sex)
Male 85 57.8
Female 62 42.2
Total 147 100.0
2 Age (in Year)
Less Than 20 9 6.1
21-30 82 55.8
31-40 38 25.9
Above 40 18 12.2
Total 147 100.0
3 Educational level
Diploma 18 12.2
First Degree 79 53.7
Masters Degree 27 18.4
 Specialists 20 13.6
Doctorate(PhD) 3 2.0
Total 147 100.0
4 Profession
Pharmacist 26 17.7
Nurse 46 31.3
Health Officer 21 14.3
Doctor 15 10.2
Radiologist 14 9.5
Laboratory technologist 25 17.0
Total 147 100.0
5 Working Experience
Less than 6 Months 6 4.1
6 Months- 1 Year 10 6.8
1 Year- 3 Years 69 46.9
3 Years- 5 years 34 23.1
More than 5 Years 28 19.0
Total 147 100.0

As presented in table 1, male respondents were found to be 85(57.8%) of the total sample
whereas the remaining 62(42.2%) were female. The largest group of the respondents was
between the age of 21 and 30 (55.8 %) followed by the age group 31-40 (25.9%); above 40 years
of age (12.2 %) and age group of less than 20 (6.1%). Regarding educational qualification of the
respondents, 79 (53.7%) and 27(18.4 %) of the respondents are first degree and masters degree
holder respectively. While, 20(13.5 %), 18(12.5 %) and 3(2%) of professionals have specialists,
diploma and doctorate (PhD) respectively. By profession 46(31.3%) are nurses, 26(17.7%)
pharmacists ,25(17.0%) laboratory technologists, 21(14.3%) health officers,15(10.2%) doctors
and the remaining 14(9.5% ) are radiologists. Most of the respondents 69(46.9%) had worked
between 1 year- 3 years and followed by 34(23.1%) between 3 years -5 years.

Presence of knowledge management framework

This section deals with the items to the presence of knowledge management framework for
knowledge sharing in HFSUH.

Figure 1 Presence of Knowledge Management Framework

Regarding with presence of organized knowledge management framework for knowledge

sharing as one part of daily work process, the vast majority 102(69.4%) of the respondents said
there is no organized knowledge management framework for knowledge sharing in the hospital.
However, 45(30.6%) of the respondents said that there is knowledge management framework for
knowledge sharing in the hospital.

The availability of knowledge management framework for knowledge sharing allows the
hospital to effectively share data, procedures and performance reports which enhance avoiding of
re-inventing the wheel and updating the knowledge of the company. The health professional
awareness on benefit of knowledge management framework in hospital to share the knowledge
they possess determines the knowledge sharing activity of the hospital so assessing the level of
awareness on knowledge management framework support the hospital is important to know the
condition and propose knowledge management framework.

Table 3 Knowledge Management Framework Support the Hospital

 Knowledge Management Frequency Percent Valid Percent Cumulative Percent
Framework Support Hospital
Yes 98 66.7% 66.7 66.7
No 49 33.3% 33.3 100.0
Total 147 100.0% 100.0

As presented in table 3, accordingly, most of the respondents of the hospital are aware of
knowledge management framework support the hospital. About 98(66.7%) of the respondents
have high awareness or know how and While 49(33.3 %) are not aware, this needs attention.

Current Knowledge Sharing Practice in HFSUH

Knowledge sharing is sharing task relevant (skills, experience and understanding) among team
members or staffs and making the shared knowledge reusable by other people or staffs.
Assessing knowledge sharing practice of study participants helps in determining the states of
knowledge sharing in the hospital and also helps in proposing a way to improve the knowledge
sharing practice.

Table 2 show that how knowledge is shared in HFSUH.

Agree 4

Neutral 3

Disagree 2

disagree 1

Std. Deviation
Do you participate in any of

Mean Value
Agree 5Strongly

Strongly

the following ?

Morning session /Team N 45 27 24 32 19

discussion % 30.6% 18.4 % 16.3% 21.8% 12.9% 3.32 1.43
Periodic meeting N 52 26 20 31 18
% 35.4% 17.7% 13.6% 21.1% 12.2% 3.43 1.46

Training program and N 54 27 10 34 22

workshop % 36.7% 18.4% 6.8% 23.1% 15.0% 3.39 1.53

Total score N 151 101 44 31 29 3.38 1.47

34.2% 18.2% 12.2% 22% 13.4%
Keys: - scale ranges of mean value: 0-1.49=very low level; 1.50- 2.49 =low level;
2.50 - 3.49 = moderate level; 3.50-4.49 =high level; 4.50 - 5.00 = very high level.

As the result indicated (table 2), 52.4% of the health professionals had participated morning
session /team discussion, periodic meeting, training program, workshop whereas 35.4% did not
get the opportunity, the remaining 12.2 % are neutral. The mean distribution of responses found
to be 2.62 which are at moderate level and from this it is possible to say that high number of the
health professionals is not updating their knowledge through morning session / team discussion,
periodic meeting, training, workshops and this needs attention.

Mean 3.07
Std. Deviation 1.20
Keys: - Always = weekly, Often = every two week, Sometimes= monthly, Rarely = every 3 to 6
months, Never =not at all.

As presented in figure 2, regarding to frequency that healthcare workers had participated in

knowledge sharing with staffs though morning session / team discussion, periodic meeting,
training, workshops, the majority 56(38.1%) of the respondents indicated their agreements that
“Sometimes” and some 34(23.1%) “Rarely”, whereas 17(11.6%) and 27(18.4 %) of participants
had showed “often” and “always” respectively, the remaining 13(8.8%) is not at all participated.
Mechanisms and tools that facilitate knowledge sharing and practices in HFSUH

To share knowledge among health care professionals different mechanisms are going to be used.
Knowledge sharing practices can be facilitated through a range of communication channels. This
research found that whenever possible, on the presence of various types of mechanisms to share
knowledge and experiences study participants showed their preferred way to share knowledge
they need during work. Respondents indicated the mechanisms to share knowledge in the
hospital are/ through face communication with colleague, morning session / meeting discussion,
observation, seminar, internet, phone and different mechanisms in combination.

Table 4 Mechanisms and tools that facilitate knowledge sharing and practices in HFSUH
Knowledge Sharing Mechanism Frequency Percent

Face to face communication Morning session 27 18.4%

Training 10 6.8%
with colleague
Review meeting 16 10.9%
Teamwork 13 8.8%
work shop 9 6.1%
Community of practices 7 4.8%
Written documentation review 26 17.7%
Observation 20 13.6%
Using phone 14 9.5%
Using intranet (such as e-mail) 5 3.4 %
Total Score 147 100.0%

As presented in table 4, on the presence of various types of mechanisms to share knowledge and
experiences health professionals showed their preferred way to share knowledge they need
during work. Respondents indicated the mechanisms to share knowledge in the hospital are/
through face to face interaction encompass (morning session 27(18.4%) ,training 10(6.8%)
review meeting 16(10.9%), team work 13(8.8)%, workshop 9(6.1%), community of practices
7(4.8%)), written documentation review 26(17.7%), observation 20(13.6%) ,using telephone
14(9.5%), and using intranet 5(3.4%).
Motivation

Motivation of healthcare professionals is determinate of their engagement in knowledge sharing

practice so, knowing the level of motivation and preferred motivational schema is important.

To assess the motivational level of respondents towards knowledge sharing, respondents were
asked to rank their level of motivation in to very low, low, medium, high and very high. The
results are summarized in table 5.

Scale Response Frequency Percent Mean Score

1 Very Low 47 32.0%

2 Low 38 25.9% 2.44
3 Medium 25 17.0%
4 High 24 16.3%
5 Very High 13 8.8%
Total 147 100.0%

Accordingly, most of the respondents of the hospital are not motivated for sharing their
knowledge. About 38(25.9%) of the respondents have low motivation and 47(32.0%) has even
very low motivation to participate in the hospital knowledge sharing activity. This constitutes a
total of 85(57.9%) are not motivated with this aspect. While 25(17.0%) of the respondents are in
medium motivation with only 37(25.1%) were motivated (high + very high) to share knowledge
in the hospital. Moreover, the mean of the distribution of responses is found to be 2.44, which is
closer to the value of ‘low level’ or ‘Disagree’. In this regard, it is clear that most of the staffs are
not motivated to share knowledge.

The above analysis show that health professionals of the hospital are not motivated to share their
knowledge for organizational success. To know the reason of demotivation, the respondents are
further asked for the existence of motivational scheme in the hospital.

Figure 3 the presence of motivation scheme for sharing knowledge.

Accordingly, 108(73.5%) of them responded that there is no motivational scheme whereas
39(26.5%) of the respondents agree on the presence of motivational schema within the hospital.
In this regard, it is clear that there are no motivational schemes (systems) in the hospital that
motivate them when sharing their knowledge. When respondents were asked what motivational
schema motivate them most in order to improve their contribution.
Table 5 shows the preference of motivational schemes (system) for sharing knowledge.
4

Neutral 3

Disagree 2
Types of motivational

Std.
Mean Score
Strongly

Strongly
Agree

Schemes

Deviation
Monetary Incentives N 88 34 6 13 6
5

Disagree 1
4.26 1.14
% 59.9% 23.1% 4.1% 8.8% 4.1%
Agree

Acknowledgement N 80 32 5 20 10
4.03 1.32
% 54.4% 21.8% 3.4% 13.6% 6.8%

Chance of Promotion N 82 22 8 20 15
3.93 1.44
% 55.8% 15.0 % 5.4% 13.6% 10.2%

Recognition N 62 28 12 33 12
3.65 1.42
% 42.2% 19.0% 8.2% 22.4% 8.2%

Further Education N 70 36 22 9 10
4.00 1.22
% 47.6% 24.5% 15.0% 6.1% 6.8%

Total Score N 382 152 53 85 53

3.97 1.31
% 52.0% 20.7% 7.2% 12.9% 7.2%

Accordingly, the largest group of the respondents 122(83.0%) prefer monetary incentive at high
and very high level with mean score of 4.26 which is ‘agree’. Acknowledgments of their
 contribution are their next preference, which accounts 112(76.2%) (Table 5).In this regard we
can conclude monetary incentives are the better preferred than other incentive mechanism
followed by acknowledgement of contribution.

Factors Affecting Knowledge Sharing Practices in HFSUH

In an attempt to investigate the main factors affecting hospital knowledge sharing practices
considered for this study, different question is forwarded to respondents to identify factors that
affect the knowledge sharing in the hospital. Questions related individual, organizational and
technological dimension is assessed. Once these factors are understood in this organizational
context, managers might be able to implement strategies to boost organizational efficacy through
better knowledge sharing. Respondents indicated their agreement with given statements
about these factors in the hospital.
Individual dimensions

In order for the hospital to fully leverage their knowledge-based assets, they must first
understand factors that affect knowledge sharing at individual level. Seven components of
individual dimension included in the study: willingness, awareness, past mistakes, trust,
motivation, job satisfaction and fear of loss of personal competitiveness.

Willingness to share

Knowledge sharing is voluntary and efficient knowledge sharing depends on the willingness of
individuals to identify the knowledge they possess and to share knowledge when required. The
results are summarized in table 6.
4

Neutral 3

Disagree 2

Strongly

Willingness to share
Mean Value
Strongly

Std. Deviation
Agree
5

Actively share work related N 32 78 19 13 5

Agree

knowledge with colleagues % 21.8% 53.1 % 12.9% 8.8% 3.4% 3.81 0.99
disagree 1

Share knowledge expertise with N 47 71 14 12 3

colleague in a meeting &training % 32.0% 48.3% 9.5% 8.2% 2.0% 4.00 0.97
Get additional information and N 31 50 29 27 10
knowledge required to perform % 21.1% 34.0% 19.7% 18.4% 6.8% 3.44 1.21
the task from colleagues
Total score N 110 199 62 52 18
% 25.0% 45.1% 14.0% 11.8% 4.1% 3.75 1.06

The findings shows, the majority of 70.1% of the respondents shows their willingness to share
their knowledge with other co-workers while working. However, 15.9% of the respondents disagreed
and 14.0% did not make decision. Moreover, the mean of the distribution of responses is 3.75,
which is close to “Agree”, indicating respondents’ agreement on their willingness to share
knowledge. Therefore, it can be concluded that respondents are willing to share knowledge to the
hospital staff.

Awareness

According to Cong & Pandya [12] the main factor for the success of knowledge
management is to increase awareness among employee at all levels in organization. The
awareness about the importance of knowledge sharing is considered as an attitude that every
employee should have including the top management.
4

Neutral 3

Disagree 2

Std.
Strongly

Awareness
Mean
5Strongly

Agree

Deviation
Value
Agree

Sharing knowledge would help N 36 55 25 19 12

disagree 1

me learn faster % 24.5% 37.4 % 17.0% 12.9% 8.2% 3.57 1.22

Sharing knowledge help gain N 53 81 3 7 3

new ideas, technologies, skills % 36.1% 55.1% 2.0% 4.8% 2.0% 4.18 0.85
I am aware of importance of N 35 84 12 12 4
knowledge sharing in daily work % 23.8% 57.1 % 8.2% 8.2% 2.7% 3.91 0.94
Knowledge sharing help to avoid N 36 72 7 18 14
 repeat the same mistake % 24.5% 49.0% 4.8% 12.2% 9.5% 3.67 1.24
Total score N 160 292 47 56 33
% 27.2% 49.7% 8.0% 9.5% 5.6% 3.83 1.06

The result of the study showed that, high proportion of the respondents is aware of the
importance of knowledge sharing. About 76.9 % of the respondents are aware that knowledge
sharing is important. Particularly, 49.7% agreed and 27.2% strongly agreed on this aspect.
Where as, 8.0% of the respondents were neutral, 9.5% and 5.6% are disagree and strongly agree
respectively. Furthermore, the mean of the distribution is found to be 3.87 which are nearest to
the value of ‘Agree’. Therefore, it is clear that employees of the hospital are aware of the fact
that knowledge sharing is helpful not only to the hospital but also to the health professionals.
Past Mistakes
4

Neutral 3

Disagree 2

Mean

Std.
Strongly
Past Mistakes
Agree 5Strongly

Agree

Value

Deviation
There is training program to N 23 31 8 48 37

disagree 1
minimize past mistakes % 15.6% 21.1 % 5.4% 32.7% 25.2% 2.69 1.45
Co -worker of the hospital N 15 32 25 41 34
not blaming for past mistake % 10.2% 21.8% 17.0% 27.9.% 23.1% 2.68 1.32
Total Score N 38 63 33 89 71 2.69 1.39
% 12.9% 21.4% 11.2% 30.3% 24.2

The result shows on table 8, 30.3 % of the respondents disagree and 24.2% of the respondents
even strongly disagree on there is no training program for those who made past mistake to
minimize the mistake and also coworkers of the hospital blaming for past mistake, 11.2% were
neutral and 21.4% and 12.9% are agree and strongly agree respectively .The mean distribution of
responses found to be 2.69 and is in the range of moderate level and there is a need of
improvement in this regard. Thus, it can be concluded that the absence of training program for
those who made mistake to minimize past mistake and presence blaming between healthcare
workers discourage the knowledge sharing practice in the hospital .
Trust

The culture of trust in the workplace has been shown to have a strong and robust
influence that act as an important force behind the sharing of knowledge .Team members
require the existence of trust in order to respond openly and share their knowledge .By
building a trust through the team members, knowledge sharing will become a habit and it
will make the relationships between the members and the managers stronger.

Neutral 3

Std.
Disagree 2

Strongly
Trust

Mean Value
Agree 5Strongly

Agree

Deviation
Mutual understanding among staff N 14 41 23 42 27

disagree 1
in the hospital % 9.5% 27.9 % 15.6% 28.6% 18.4% 2.82 1.29
Believe that co-workers are N 17 49 15 41 25
knowledgeable and competent in % 11.6% 33.3% 10.2% 27.9.% 17% 2.95 1.33
their area
Sharing my knowledge will make N 33 37 7 18 52
my colleagues to believe that I am % 22.4% 25.2% 4.8% 12.2% 35.4% 2.87 1.64
concerned about their welfare
Total Score N 64 127 45 101 104 2.88 1.42
% 14.5% 28.8% 10.2% 22.9% 23.6%

The health professionals were asked about mutual trust among each other in the hospital with
regard to knowledge sharing. The finding of the study showed that 43.3 % of respondents agreed
that individual have trust with each other. However, 46.5% disagreed and 10.2 % were neutral.
The mean distribution of responses is 2.88 that indicate in the scope of moderating level on
mutual trust of health professional during knowledge sharing in the hospital and there is a need
of improvement in this regard. Hence, nearly half of the respondents the hospitals are not having
trust among each other. In this regard it can be said that nearly half of the people in the hospital
have mutual trust that can enhance knowledge sharing by creating smooth knowledge sharing
environment

Job satisfaction
Engstrom [18] stated that to be in knowledge transfer environment, an employee should
feel satisfied with his daily jobs. A satisfied employees share ideas and best practices to
their colleagues which result in the improvement of the overall team performance.

Figure 4 summarizes the responses of participants on job satisfaction.

Mean 2.33

Std. Deviation 1.18

The result showed that most of the health professionals are not satisfied with the current job .as
you see in figure 4 about 61(41.5%) and 38(25.9 %) of the respondent are unsatisfied and
strongly unsatisfied respectively. However 23(15.6%) and 8(5.4%) of the respondent satisfied
and strongly satisfied respectively with the current job, where as only 17(11.6%) are medium
satisfaction with the current job. The mean value of responses is 2.33 that indicate low level. The
cause of job dissatisfaction were lack of monetary incentives, inadequate opportunity for further
education , lack of acknowledgement , and lack of reward and recognition system for the work
they did (see table 5).

Intrinsic Motivation

When individuals gain confidence in what they do and feel happy by helping others, they are
likely to be involved in knowledge sharing. Thus, internal motivation is important for effective
knowledge sharing.
4

Neutral 3

Disagree 2

Mean

Std.
Strongly

Intrinsic Motivation
Agree 5Strongly

Agree

Value

Deviation

My experience can improve work N 34 45 12 19 37

disagree 1
 efficiency & increase productivity % 23.1% 30.6% 8.2% 12.9% 25.2% 3.14 1.54

Enjoy helping others by sharing N 27 52 25 33 10

my knowledge % 18.4% 35.4% 17.0% 22.4% 6.8% 3.36 1.21
Total Score N 61 97 37 52 47
% 20.7% 33.0% 12.6% 17.7% 16.0% 3.25 1.38
The finding of the result shows that 53.7% of the respondents strongly agree and agree that their
experience can improve work efficiency and increase productivity ,whereas 38.1% of the
respondent are disagree and strongly disagree , the remaining 8.2% of the respondents were
neutral. On another hand 53.8 % of the respondents enjoy by helping others, whereas 29.2% of
the respondent not enjoy by sharing knowledge to others and 7.0% of the respondents were
neutral. In general 53.7 % of the respondents get intrinsic benefit by sharing their knowledge and
the mean distribution of responses is 3.25 that indicate moderate level and needs improvement.

Fear of loss of personal competitiveness

Some employees may believe that Sharing of knowledge may weaken their organizational
position, power or status. Moreover, there is a fear amongst employees that sharing
knowledge reduces job security because people are uncertain about the sharing objectives
and intent of their senior management.
4

Neutral 3

Disagree 2

Strongly

Mean

Std.
Fear of loss of personal
Agree 5Strongly

competitiveness
Agree

Value

Deviation
Sharing knowledge would waste N 11 7 15 59 55
disagree 1

my time or increase my work load. % 7.5% 4.8% 10.2% 40.1% 37.4% 2.05 1.16
Sharing knowledge would reduce N 5 21 25 47 49
my personal competitiveness. % 3.4% 14.3% 17.0% 32.0% 33.3% 2.22 1.16
Exclusive ownership of knowledge N 13 17 11 54 52
would make me outstanding and % 8.8% 11.6% 7.5% 36.7% 35.4% 2.22 1.29
important person in organization
Total Score N 29 44 51 160 156
% 6.7% 10.0% 11.6% 36.3% 35.4% 2.16 1.20
Table 11 displays the mean scores of the items in the ‘fear of loss of personal competitiveness’
factor. The means show that respondents disagreement with the statements that “exclusive
ownership of knowledge would make me outstanding and important person in the organization”
(2.22). The agreement is lowest with the statement that “sharing knowledge would waste
my time or increase my work load” (2.05) and “sharing knowledge would reduce my
personal competitiveness” (2.2 2). Moreover, the total mean of the distribution of responses
is found to be 2.16, which is closer to the value of ‘Disagree’. In this regard, it is clear that
most of the staffs have no fear of personal competitiveness. This further show that employees do
not have fear of losing power if they share their knowledge.

Organizational dimension
One of the key issues of sharing knowledge in an organizational context is related to the
right corporate environment and conditions. In organizational dimension, six variables
are included which are organizational culture, management support, organizational structure,
group interaction, reward and incentive and perceived openness.

Organizational culture

Organizational culture (source ) refers to a system of shared assumptions, values, and beliefs that
show people what is appropriate and inappropriate behavior. These values have a strong
influence on employee behavior as well as organizational performance.
4

Neutral 3

Disagree 2

Mean

Std.
Strongly
Organizational culture
Agree 5Strongly

Agree

Value

In our organization their N 14 22 19 48 44 Deviation

disagree 1

knowledge sharing culture % 9.5% 15.0% 12.9% 32.7% 29.9% 2.41 1.31
In our organization is knowledge N 15 29 2 66 35
hording culture is bad habit % 10.2 19.7% 1.4% 44.9% 23.8% 2.48 1.32
Total Score N 29 51 21 114 79
% 9.9% 17.3% 7.1% 38.8% 26.9% 2.45 1.32
Concerning presence of organizational culture that encourage knowledge sharing and discourage
knowledge hording habit in the hospital the majority (65.7%) of respondents agreed as there is
no organizational culture for sharing knowledge, whereas 27.2% agreed and the remaining 7.1%
were neutral. The mean distribution of respondent is 2.41 in the range of disagreement which
indicates there is no organization culture that encourages employees to share knowledge and
discourage knowledge hording habit and this needs attention.

The results showed that much of the staffs are willing to share their knowledge for their
colleagues even though many staff members still believe that employees kept their best ideas for
themselves. Therefore, the hospital is in a good situation to create a knowledge-sharing
environment by using the willingness of the employees. The best practice to design
organizational culture is to motivate employees to change their culture of knowledge hording to
knowledge sharing in order to create a good knowledge flow environment.

Management Support

One of the most important condition under which people are willing to share their
knowledge is visible support of management. In this case managers should also be seen
as committed to the knowledge sharing efforts and to role model this behavior
4

Neutral 3

Disagree 2

Mean

Std.
Strongly
Management Support
Agree 5Strongly

Agree

Value

Deviation
Supervisor (head) encourage team N 11 45 4 38 49
disagree 1

members to share idea/suggestions % 7.5% 30.6% 2.7% 25.9% 33.3% 2.53 1.41
Supervisor (head) encourage new N 22 41 13 37 34
idea and focus on learning from % 15.0% 27.9% 8.8% 25.2% 23.1% 2.84 1.46
failure
Total Score N 33 86 17 75 83
% 11.2% 29.3% 5.8% 25.5% 28.2% 2.69 1.44

The finding on table 13 shows that 87 (59.2%) of the respondents disagreed/ strongly disagreed
on the presence of supervisor (head) encouragement of knowledge sharing with staffs whereas,
56(38.1%) of the respondents agreed/ strongly agreed and 4 (2.7%) were neutral with the mean
score 2.53.

Seventy one 71(48.3%) of the respondents strongly disagreed/agreed on managers

encouragement for new ideas while 63 (42.9%) of the respondents agreed/ strongly disagreed
and 13(8.8%) were neutral with the mean score 2.84. Overall, 53.7% of the respondents
disagreed on the presence of management support for knowledge sharing and 40.5 % of the
respondents agreed and the remaining 5.8% were neutral with mean distribution of 2.69, it is in
moderate level and needs an improvements.

Organizational Structure

For knowledge sharing to be practiced successfully there should be conducive working environment with
open spacing where employees can share knowledge and also knowledge sharing must be included in the
work process

Std.
4

Neutral 3

Disagree 2

Mean Value
Strongly
Organizational Structure
Agree 5Strongly

Agree

Deviation
disagree 1
There is open space that used N 15 27 18 34 53
for knowledge sharing % 10.2% 18.4% 12.2% 23.1% 36.1% 2.44 1.40
knowledge sharing included N 20 29 16 43 39
in daily work process % 13.6% 19.7% 10.9% 29.3% 26.5% 2.65 1.41
Total Score N 35 56 34 77 92
% 11.9% 19.1% 11.6% 26.2% 31.2% 2.55 1.41

The result of this study revealed that 42(28.6%) of the respondents agreed + strongly agreed on
the presence of open space for knowledge sharing in the hospital whereas 87 (59.2%) of the
respondents disagreed + strongly disagreed, the remaining 18 (12.2%) were neutral and the mean
value of 2.44 and Std. deviation 1.40.

On the other hand 49 (33.3%) of the respondents agreed + strongly agreed that knowledge
sharing included in work process, However 82 (55.8%) of the respondents disagreed + strongly
disagreed , whereas 16 (10.9%) were neutral and the mean value of 2.65 and Std. deviation 1.41.
Overall, 31% of the respondents think that there is open space for knowledge sharing and the
knowledge sharing included in a daily work process and 57.4 % of the respondents disagreed and
the remaining 11.6% were neutral with mean distribution of 2.55 and Std. deviation 1.41, it is in
moderate level and needs an improvements.

Group Interaction

Group interaction is a group of people used to identify and solve specific problems. The presence
of team work is an effective way to share knowledge with others. A culture of knowledge
sharing is one where teamwork and trust are valued.
Reward and Incentives
Some peoples are involved in knowledge sharing if they get reward and recognition for the
contribution they made. So motivating individuals extrinsically will improve knowledge sharing
with an organization.

Std.
4

Neutral 3

Disagree 2

Mean
Strongly
Group Interaction
5Strongly

Agree

Deviation
Value
Agree

disagree 1
Certain tasks accomplish N 27 36 22 34 28
through group interaction and % 18.4% 24.5% 15.0% 23.1% 19.0% 3.00 1.41
collaboration with colleagues.
Reward and Incentives
There is acknowledgement and N 21 35 7 45 39
recognition for the individual who 2.65 1.48
% 14.3% 23.8% 4.8% 30.6% 26.5%
share their knowledge
There is incentive & reward such N 31 12 10 49 45
as promotion, bones for those 2.56 1.52
% 21.1% 8.2% 6.8% 33.3% 30.6%
who share their knowledge
Total Score N 52 47 17 94 84
% 17.7% 16.0% 5.8% 32.0% 28.5% 2.61 1.50
Perceived openness
In order to flourish a knowledge sharing culture in an organization, it is important to
create a climate of trust and an environment of openness where continuing learning are
valued, appreciated and supported by everyone in the organization.

Std.
4

Neutral 3

Disagree 2

Mean
Strongly
Perceived openness

5Strongly

Agree

Deviation
Value
Agree

disagree 1
Communication among colleagues N 32 37 8 42 28
is very open on job related issue % 21.8% 25.2% 5.4% 28.6% 19.0% 3.02 1.48
My supervisor openly explains the N 17 46 10 39 35
purpose of the hospital’s policies, 2.80 1.40
% 11.6% 31.3% 6.8% 26.5% 23.8%
rules and expectation
Total Score N 49 83 18 81 63
% 16.7% 28.2% 6.1% 27.6% 21.4% 2.91 1.44

Technological dimension

Information communication technology is an infrastructure which supports the information

platform for creating, accessing, organizing and distributing knowledge. In technological
dimension, four variables are included which are ICT infrastructure, ICT Usage, ICT training
and compatibility of ICT tools.
 Std.
4

Neutral 3

Disagree 2

Mean
Strongly
ICT infrastructure

5Strongly

Agree

Deviation
Value
Agree

disagree 1
ICT infrastructure like (internet, N 21 45 13 52 16
intranet) is available in the 3.02 1.30
% 14.3% 30.6% 8.8% 35.4% 10.9%
hospital
ICT usage

In the hospital, employees use N 14 27 4 59 43

knowledge networks such as 2.39 1.33
(email, intranet, internet) to % 9.5% 18.4% 2.7% 40.1% 29.3%
communicate with colleagues

ICT Training

In my organization there is N 7 21 29 50 40
training regarding employee 2.35 1.16
familiarization of new IT % 4.8% 14.3% 19.7% 34.0% 27.2%
systems and processes
Compatibility of ICT tools

In our organization ICT tools N 15 29 8 48 47

are easily used by employees of 2.44 1.38
% 10.2% 19.7% 5.4% 32.7% 32%
the organization