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How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.

Bo Wen, Scott Foster Orcid Logo, Khalid Abbas

International Journal of HRD Practices, Policy and Research, Volume: 7, Issue: 1, Pages: 48 - 65

Swansea University Author: Bo Wen

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Abstract

Organizational learning is an effective approach to help small family businesses retain competitiveness by increasing the knowledge of employees. Knowledge sharing, an act of making knowledge available to others, has been broadly recognized as the key to organizational learning. However, compared wi...

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Published in: International Journal of HRD Practices, Policy and Research
ISSN: 2397-4583
Published: 2023
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URI: https://cronfa.swan.ac.uk/Record/cronfa67488
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first_indexed 2024-08-28T15:36:50Z
last_indexed 2024-08-28T15:36:50Z
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spelling v2 67488 2024-08-28 How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives. eaba06eb627d37047139753baf26f55b Bo Wen Bo Wen true false 2024-08-28 CBAE Organizational learning is an effective approach to help small family businesses retain competitiveness by increasing the knowledge of employees. Knowledge sharing, an act of making knowledge available to others, has been broadly recognized as the key to organizational learning. However, compared with sharing knowledge, employees prefer hiding knowledge, which may impede organizational learning. Hence, this study aims to explore how a small family business enhances organizational learning, from knowledge sharing and hiding perspectives. Data was gathered from twenty-two key employees through semi-structured interviews in a small Chinese family business where the local government has accredited its training and development, patents, and intellectual properties. The results revealed that employees held different motivations for knowledge sharing and hiding, influenced by the corporate context of the small family firm. The unfairness toward non-family employees was the most significant reason for knowledge hiding, undermining employee learning. It contributes to understanding learning in SMEs by investigating knowledge sharing and hiding in a small family business. This paper provides theoretical and practical implications for human resource development (HRD) in the small family business context. Journal Article International Journal of HRD Practices, Policy and Research 7 1 48 65 2397-4583 small family business, knowledge sharing, knowledge hiding, employee learning, 16 9 2023 2023-09-16 https://www.ijhrdppr.com/ Author Accepted Version available at https://researchonline.ljmu.ac.uk/id/eprint/21422/ COLLEGE NANME Management School COLLEGE CODE CBAE Swansea University 2024-09-19T14:39:20.1504661 2024-08-28T16:28:33.1756370 Faculty of Humanities and Social Sciences School of Management - Business Management Bo Wen 1 Scott Foster https://orcid.org/0000-0001-8659-963X 2 Khalid Abbas 3
title How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
spellingShingle How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
Bo Wen
title_short How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
title_full How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
title_fullStr How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
title_full_unstemmed How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
title_sort How do small family businesses enhance workplace learning? From knowledge sharing and hiding perspectives.
author_id_str_mv eaba06eb627d37047139753baf26f55b
author_id_fullname_str_mv eaba06eb627d37047139753baf26f55b_***_Bo Wen
author Bo Wen
author2 Bo Wen
Scott Foster
Khalid Abbas
format Journal article
container_title International Journal of HRD Practices, Policy and Research
container_volume 7
container_issue 1
container_start_page 48
publishDate 2023
institution Swansea University
issn 2397-4583
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
url https://www.ijhrdppr.com/
document_store_str 0
active_str 0
description Organizational learning is an effective approach to help small family businesses retain competitiveness by increasing the knowledge of employees. Knowledge sharing, an act of making knowledge available to others, has been broadly recognized as the key to organizational learning. However, compared with sharing knowledge, employees prefer hiding knowledge, which may impede organizational learning. Hence, this study aims to explore how a small family business enhances organizational learning, from knowledge sharing and hiding perspectives. Data was gathered from twenty-two key employees through semi-structured interviews in a small Chinese family business where the local government has accredited its training and development, patents, and intellectual properties. The results revealed that employees held different motivations for knowledge sharing and hiding, influenced by the corporate context of the small family firm. The unfairness toward non-family employees was the most significant reason for knowledge hiding, undermining employee learning. It contributes to understanding learning in SMEs by investigating knowledge sharing and hiding in a small family business. This paper provides theoretical and practical implications for human resource development (HRD) in the small family business context.
published_date 2023-09-16T14:39:19Z
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score 11.036203

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