The Effect of Job Attitudes On Knowledge Sharing Behavior by Examining The Mediating Role of Organizational Citizenship Behavior

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THE EFFECT OF JOB ATTITUDES ON KNOWLEDGE SHARING BEHAVIOR BY

EXAMINING THE MEDIATING ROLE OF ORGANIZATIONAL CITIZENSHIP
BEHAVIOR
Conference Paper · May 2017
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13th INTERNATIONAL CONFERENCE on KNOWLEDGE, ECONOMY & MANAGEMENT PROCEEDINGS
13. ULUSLARARASI BİLGİ, EKONOMİ VE YÖNETİM KONGRESİ BİLDİRİLERİ
THE EFFECT OF JOB ATTITUDES ON KNOWLEDGE SHARING BEHAVIOR BY

EXAMINING THE MEDIATING ROLE OF ORGANIZATIONAL CITIZENSHIP
BEHAVIOR
*
Vajihe HOSHYAR
Atieh HOSHYAR†
‡
Amirhossein BAGHERIEH-MASHHADI
Abstract
This study has attempted to investigate impact of work attitudes (job involvement, job satisfaction,
organizational commitment) on knowledge sharing behavior by using mediating role of organizational
citizenship behavior. This paper is an applied research and uses survey method. The statistical population of this
research is employees of Ferdowsi University of Mashhad who are working at the expert position in which 205
of them were selected randomly as sample group. A questionnaire which has appropriate validity and reliability
was used to collect data. In addition, in order to analyze the data and test hypotheses, structural equation
modeling was used. The results show that job involvement and organizational citizenship behavior have positive
and significant effect on knowledge sharing behavior. Moreover, positive and significant impact of job
satisfaction on organizational citizenship behavior has approved. Finally, it was found that organizational
citizenship behavior mediate effect of job satisfaction on knowledge sharing behavior.
Keywords: Job Attitudes, Knowledge Sharing Behavior, Organizational Citizenship Behavior
1. Introduction
In today's knowledge-based economy, knowledge management plays an important role in

organizations. Most managers are eager to establish knowledge management systems in order
to gain its valuable results in their organizations. One of the most important aspects of
knowledge management is knowledge sharing. Motivating individuals to share their
knowledge is of main priorities for organizations involved in knowledge management in the
world. Hence, motivation should be created among employees to share their knowledge
without fear of losing their position. Lack of knowledge sharing intention has effect on the
survival of the organization (Lin, 2005). Hidding & shireen (1998) state that knowledge has
not any value for organization if not be shared and used. Knowledge that is most powerful
tool to create value added, leads to more value when it is shared (Liao et al. 2004). Indeed,
effective knowledge sharing between employees reduces cost of creating knowledge and
ensures sharing the best work processes within the organization. Since knowledge sharing is a
personal phenomenon and employees play a key role on its success, most organizations
neglect to determine affecting individual factors. There are many employees who don’t tend
sharing their knowledge which may be due to fear of losing their job and knowledge (Chow et
al. 2000). According to the Hislop (2003) employee's attitudes is one of the most important
factors affecting knowledge sharing behavior. Brooke et al. (1988) state attitudes are very
important because they influence the behavior of individuals directly or indirectly. Hislop
(2003) also suggest employee's attitude is the most factors to share knowledge. Since
knowledge sharing behavior is an individual behavior (Bock and Kim, 2002) attitudes of
employees may prevent knowledge sharing behavior (Yang, 2008). If organizations can better
*
- Assistant Professor, Attar Institute of Higher Education, Mashhad, Iran (Corrsponding Author),
[email protected]
†
- MSc of Change Management, Ferdowsi University of Mashhad, [email protected]
‡
- Young Researchers and Elite Club, Mashhad Branch, Islamic Azad University, Mashhad, Iran
[email protected]
57
understand the individual factors facilitating knowledge sharing behavior, they can easily
promote knowledge sharing. In this regard, organizational commitment, job satisfaction and
job involvement are among important attitudes. Indeed employees may have a certain level of
satisfaction to their job and commitment to the organizations as well as involvement in the
job. This level that arise from effective organizational practices, drive their behavior to do
some actions such as knowledge sharing. So organizations can facilitate knowledge sharing
within the organization with a better understanding of these attitudes. In the other side,
organizational citizenship behavior can be used as an intermediate variable between job
attitudes and knowledge sharing behavior. Because it is argued that employees are not willing
to share knowledge because they believe knowledge sharing is not among the tasks assigned
to them. Therefore, employees who perform more over their duties will also share their
knowledge. Hoffman et al. (2007) reveal that organizational citizenship behavior is more
influenced by attitudinal variables than knowledge, skills and abilities of employees. In this
research is an attempt to examine how job attitudes (job involvement, organizational
commitment, and job satisfaction) influence knowledge sharing behavior, and does
organizational citizenship behavior play an intermediate role or not.
2. Theoretical Framework
One of the most important sources that organizations need is knowledge and information. It
has been suggested that knowledge management is mostly about creating, providing,
energizing and supporting suitable knowledge environments in an organization, in order to
motivate and enable knowledgeable individuals to use and share their knowledge and to create
new knowledge (Kianto et al., 2016). In this regard, knowledge sharing is a very important
process for the success of knowledge management. Accordingly many organizations
encourage knowledge sharing behavior among employees to achieve organizational goals.
Knowledge is not transmitted only from person to person, but involves the transfer from a
person to team or group, from teams or groups to individuals or from teams and groups to
another team or group (Bender and Fish, 2000). Knowledge sharing requires participants
interact each other face-to-face or indirectly (such as written documents, virtual
communities). In this regard, organizational citizenship behavior and job attitudes that include
organizational commitment, job satisfaction and job involvement are among factors
influencing knowledge sharing behavior.
2.1. Job Involvement and Knowledge Sharing Behavior
Job involvement as an attitude is an important variable that helps to increase the effectiveness
of the organization. It has been proved the higher level of involvement in employees will
increase organization effectiveness. It means employees with high job involvement are
satisfied with their jobs, show a positive spirit in the job and reveal great commitment to the
organization and coworkers (Carson et al. 1995). As a result, job involvement has a key role
in positive organizational outcomes such as creating knowledge sharing behavior. Teh and
Sun (2011) proved job involvement have an active role in forming knowledge sharing.
Rehman et al., (2011) also suggested job involvement as one of the important factors affecting
knowledge sharing. Based on the above discussion, the following hypothesis is proposed:
H1: Job Involvement has a positive and significant impact on knowledge sharing behavior.
2.2. Job Satisfaction and Knowledge Sharing Behavior
Job satisfaction is known as one attitude in this study. Since job satisfaction shows how
people feel their jobs and its various aspects, it is expected that people who have more job
58
satisfaction and feel good about their job reveal more social behaviors such as knowledge
sharing. Chowdhury (2005) suggest job satisfaction can lead to facilitate knowledge
management processes. Rehman et al., (2011) by examining the factors influencing
knowledge sharing behavior introduced job satisfaction as an important factor. Vries et al.
(2006) argued that there is a positive relationship between job satisfaction and knowledge
sharing behavior. Therefore following hypothesis is proposed:
H2: Job satisfaction has a positive and significant impact on knowledge sharing behavior.
2.3. Organizational Commitment and Knowledge Sharing Behavior
Organizational commitment as one of the most professional attitude of the staff has very good
results for the organization. Hoof and Ridder (2004) cited in their research a positive impact
of commitment to the organization to knowledge sharing behavior. Usefi et al., (2010) also
stated that high levels of organizational commitment has relationship with positive attitude of
staff related to knowledge sharing and employees who are more committed to their
organizations do more and active participation in knowledge-sharing activities. Chang et al.
(2013) also noted a positive correlation between organizational commitment and knowledge
sharing behavior. Therefore following hypothesis is proposed:
H3: Organizational commitment has a positive and significant impact on knowledge sharing
behavior.
2.4. Organizational Citizenship Behavior and Knowledge Sharing Behavior
Convince people to transfer their knowledge to other colleagues and how to do this correctly
are very important issues in knowledge sharing behavior. So it should be recognized and
supported some behaviors in order to facilitate knowledge sharing within the organization and
among the employees. In fact, employees don’t tend to share knowledge because they believe
knowledge sharing is not among the tasks assigned to them. As a result, Employees who are
doing the behaviors beyond their duties will also share knowledge. Indeed, because
organizational citizenship behavior is voluntary it is expected that employees who have higher
organizational citizenship behavior reveal higher knowledge sharing behavior. In this regard,
Al-Zubi (2011) and Ramasamy and Thamaraiselvan (2011) proved in their studies a positive
relationship between organizational citizenship behavior and knowledge sharing behavior.
Based on the above discussion, the following hypothesis is proposed:
H4: Organizational citizenship behavior has a positive and significant impact on knowledge
sharing behavior.
2.5. Job Involvement and Organizational Citizenship Behavior
Involving more in job is a desirable feature. In fact people who are more involved in their
jobs, have higher satisfaction of their jobs, have positive moral about their work and express
high commitment to the organization and colleagues. In other words, involvement can bring
positive consequences and makes employees more willing to do social behavior such as
organizational citizenship behavior. Therefore it is expected that job involvement is positively
correlated with organizational citizenship behavior. Zhang (2013) Stated there is positive
relationship between job involvement and organizational citizenship behavior. Based on the
above discussion, the following hypothesis is proposed:
H5: Job Involvement has a positive and significant impact on Organizational citizenship
behavior.
2.6. Job Satisfaction and Organizational Citizenship Behavior
59
Organizational citizenship behavior includes voluntary behaviors of employees that are not
part of their official duties and is not considered directly by the organization's reward system,
but increase the overall effectiveness of the organization (Organ, 1998). Therefore, the effect
of job satisfaction that could be on organizational citizenship behavior should not be ignored,
because there is a positive relationship between job satisfaction of employees and their
performance. In the other word, those who have more satisfaction from their work do their job
better. Overall, job satisfaction makes people increase productivity and an employee be
committed to the organization, the physical and mental health be guaranteed, morale be
increased and they learn job skills quickly (Coyle-Shapiro, 2002) that finally these can drive
voluntary behaviors. Zeinabadi (2010) in his study conducted to assess the relationship
between job satisfaction and organizational citizenship behavior and concluded that there was
a significant positive correlation between these two variables. Therefore following hypothesis
is proposed:
H6: Job satisfaction has a positive and significant impact on Organizational citizenship
behavior.
2.7. Organizational Commitment and Organizational Citizenship Behavior
Organizational commitment and organizational citizenship behavior as variables that

represents behaviors and attitudes of employees are very important in improving
organizational effectiveness (Hoffman et al. 2007). Regarding to the relationship between
organizational commitment and organizational citizenship behavior in the public sector,
Alotaibi (2001) suggested factors such as job satisfaction, distributive justice and procedural
justice and organizational commitment are the most important factors related to organizational
citizenship behavior. This means that employees who have more organizational commitment
develop further organizational citizenship behavior. In this regard, Antonia & Maria (2011)
concluded there are positive relationships between normative and affective commitment with
organizational citizenship behavior. Therefore following hypothesis is proposed:
H7: Organizational commitment has a positive and significant impact on Organizational
citizenship behavior.
Based on the above discussion, the mediator role of organizational citizenship behavior in the
relationship between work attitudes (job involvement, job satisfaction, organizational
commitment) and organizational citizenship behavior is investigated:
H8: Organizational citizenship behavior mediates relationship between job involvement and
knowledge sharing behavior.
H9: Organizational citizenship behavior mediates relationship between job satisfaction and
knowledge sharing behavior.
H10: Organizational citizenship behavior mediates relationship between Organizational
commitment and knowledge sharing behavior.
60
Figure 1: Conceptual Framework
3. Methodology
This paper is an applied research and uses survey method. The statistical population of this
research is employees of Ferdowsi University of Mashhad who are working at the expert
position (439 people). The reason for this is that the experts play an important role in
decision-making processes and planning in universities. Hence, informational coordination
and knowledge sharing are essential between them. Cochran formula was then used to
determine the sample size. In this regard, 205 of them were selected randomly as sample
group.
In this study, standard questionnaire was used to collect the required data that includes 31
questions in 5 sections: job satisfaction, organizational commitment, job involvement,
organizational citizenship behavior and knowledge sharing. Questionnaire responses divided
on a 5-point Likert from strongly disagree to strongly agree.
In order to assess the validity and reliability, face and construct validity as well as Cronbach's
alpha coefficient were used. Face validity that is at least indicator for the content validity was
approved based on opinions of a number of management faculties. In order to determine the
construct validity, factor analysis was used. In addition, In order to test hypotheses, structural
equation modeling and Smart-PLs software was used.
61
Table1: Questionnaire Characteristics

Variables Reference Reliability Items Factor Loading T- statistic Result
JI1 0.7553 11.2441 Significant
Job Involvement Kangu (1982) 0.859 JI3 0.8769 23.957 Significant
JS1 0.7263 9.4595 Significant
Vis et al.
Job Satisfaction 0.806 JS4 0.7707 15.4059 Significant
,(1967)
KSB1 0.7679 19.9866 Significant
Knowledge Chenj and Chen
0.768 KSB2 0.8739 38.5599 Significant
Sharing Behavior (2007)
KSB3 0.8358 29.7085 Significant
OC1 0.7634 21.3531 Significant
Organizational Allen and Myer OC6 0.8186 25.4192 Significant
0.941
Commitment (1990) OC7 0.7359 17.0566 Significant
OCB1 0.8262 29.8304 Significant
Organizational Viliams and
Citizenship Anderson 0.851
Behavior (1991)
Based on the above table, all the items show appropriate construct validity and reliability.
4. Findings
Initially, we examined the characteristics of the sample. In this study, 48.5% of respondents were
male and 51.5% female. Most respondents to the 46.8% are between 30 and 40 years old. In
addition, 43.8% of respondents had higher than 15 years work experience. The respondents’
profiles indicated that 79.8% of them have a bachelor degree. Full characteristics can be seen in
Table 2.
62
Table 2: Demographic Characteristics

Percentage of Valid Percentage
Attribute Classified Frequency
Frequency of Frequency
Male 99 48.3 48.5
Gender
Female 105 105 51.5
20-30 21 10.2 10,3
30-40 95 46.3 46.8
Age
40-50 67 32.7 33.0
> 50 20 9.8 9.9
Diploma 11 5.4 5.4
Bachelor 102 49.8 50.0
Education
Master 88 49.2 43.1
PhD 3 1.5 1.5
1-5 23 11.2 11.4
5-10 46 22.4 22.9
Work Experience
10-15 44 21.5 21.9
>15 88 42.9 43.8
In this stage, we investigate the relationships between external and internal latent variables
that show how the predicted relations are strong. So, we use T-test to analyze significant
effect of each independent variable on the dependent variables. The findings are according to
the Figure 2 and 3 and Table 3.
Figure2: Path Coefficients
63
Figure 3: T-Values
Table 3: Summary of Hypothesis Tests

Hypothesis Path Coefficient T-Value Result
H1 Job Involvement → Knowledge Sharing Behavior 0.189 2.230 Accept
H2 Job satisfaction → Knowledge Sharing Behavior 0.049 0.451 Reject
H3 Organizational Commitment → Knowledge
-0.102 1.047 Reject
Sharing Behavior
H4 Organizational Citizenship Behavior→ Knowledge
0.546 8.883 Accept
Sharing Behavior
H5 Job Involvement → Organizational Citizenship
-.005 0.071 Reject
Behavior
H6 Job satisfaction → Organizational Citizenship
0.659 5.844 Accept
Behavior
H7 Organizational Commitment → Organizational
-0.101 0.951 Reject
Citizenship Behavior
The first hypothesis test, with the path coefficient of 0.189 and the t-value (2.230), showed
that JI has a positive and significant effect on KSB. The second hypothesis test, by path
coefficient 0.049 and t-value (0.451), determined that there is not significant impact of JS on
KSB. The third hypothesis test, with -0.102 path coefficient and the (1.047) t-value,
represented OC has not a positive and significant effect on counterproductive work behavior.
Regarding to the fourth hypothesis with the path coefficient of 0.546 and the t-value (8.883)
show OCB has a significantly positive effect on KSB. The fifth hypothesis by path coefficient
-0.005 and t-value (0.071) represent that there is no significant and positive impact of JI on
OCB. The result of sixth hypothesis testing with 0.659 of path coefficient and (5.844) t-value
show there is significant and positive effect of JS on OCB. The seventh hypothesis test with a
path coefficient of -0.101 and the t-value of (0.951) represent that OC has not significant and positive
impact on OCB.
Eighth, ninth and tent hypotheses analyze indirect impact of job attitudes on knowledge
sharing behavior through mediating role of organizational citizenship behavior. To support
64
each hypothesis, two prerequisites must be confirmed. The first prerequisite is a significant
impact of independent variable on mediator variable and the second is a significant effect of
mediator on dependent variable. According to the results of above hypotheses, ninth
hypothesis is accepted. However, Eighth and tent hypotheses cannot be supported.
Table 4: Indirect Path of Hypotheses

Hypothesis Independent Variable Mediator Variable Dependant Variable Result
Organizational Knowledge Sharing
H8 Job Involvement Reject
Citizenship Behavior Behavior
Organizational Knowledge Sharing
H9 Job satisfaction
Citizenship Behavior Behavior
Accept
Organizational Organizational Knowledge Sharing
H10
Commitment Citizenship Behavior Behavior
Reject
5. Conclusion
Knowledge is an important source of economic power and an essential part of the

development of organization and employees (Aksoy et al. 2016). Indeed, nowadays the
economy represents the necessity of knowledge and intellectual capital to the organizations
(Robertson, 2002). Therefore, when knowledge is created companies will have a sustainable
competitive advantage (Hu and Hsu, 2009). In this regard, knowledge sharing helps people
who work together, facilitates the exchange of knowledge, increases organizational learning
capacity and ability to achieve individual and organizational objectives (Dyer and Nobeoka,
2000). For this purpose, it is important to examine the individual knowledge sharing behavior.
Hence, the present study attempted to examine influence of organizational citizen behavior,
job involvement, job satisfaction, and organizational commitment on knowledge sharing
behavior.
According to the findings, Job involvement has a positive and significant impact on employee
knowledge sharing behavior that support findings of Teh and Sun (2011) and Rehmen et al.,
(2011). In fact, employees who are more involved in their job, share higher knowledge than
others. This hypothesis reflects the importance of job involvement of employees in the
organization. Employees who have high job involvement seems their job closely relate to
their interests and life goals. In addition, their job is more important than everything and they
are satisfied with their job which ultimately leads to knowledge sharing behavior in them. The
second hypothesis shows that job satisfaction has a positive but not significant impact on
knowledge sharing behavior. The results of this hypothesis do not match with previous
studies. Therefore, an employee who is satisfied with their jobs in the workplace does not
share knowledge. The findings show organizational commitment of employees has not both a
positive and significant effect on knowledge sharing behavior and doesn't support previous
studies. However, result of analyzing fourth hypothesis show organizational citizenship
behavior has a positive and significant impact on employee knowledge sharing behavior that
is consistent with previous research of alzubi (2011) and Ramasamy and Zhamarason (2011).
Organizational citizenship behavior is useful behavior that is not listed in the job description,
but some employees do to help others to fulfill their jobs. Hence, employees that do such
behavior, exhibit better the knowledge sharing behavior. In fact, in organizations with high
organizational citizenship behavior a sense of trust and cooperation is formed that in such an
atmosphere, barriers of knowledge sharing will be largely eliminated. The purpose of fifth
hypothesis was to investigate the positive effect of job involvement on organizational
citizenship behavior. The findings showed that this hypothesis is not confirmed and is not
compatible to previous researches. According to the sixth hypothesis, job satisfaction has a
positive and significant impact on organizational citizenship behavior that supports Zeinabadi
65
(2010). Therefore, the effect of job satisfaction that could be on organizational citizenship
behavior should not be ignored. After testing seventh hypothesis it found that the there is not
positive and significant effect of organizational commitment on organizational citizenship
behavior. This finding doesn’t support Antonia and Maria (2011) finding. These researches
suggest that employees who are committed to their organizations try to do their duties beyond
the expectations to help the organization achieve its goals. In the eighth hypothesis mediating
role of organizational citizenship behavior in the relationship between job involvement and
knowledge sharing behavior was studied, but rejected. Although the results show job
involvement directly affects knowledge sharing behavior, organizational citizenship behavior
does not mediate the relationship. The findings support ninth hypothesis in which
organizational citizenship behavior in the relationship between job satisfaction and knowledge
sharing behavior. So based on the results, although job satisfaction directly doesn't affect
knowledge sharing behavior, it can leads to knowledge sharing behavior through
organizational citizenship behavior. Therefore, job satisfaction can drive behaviors that are
beyond of the expectations of the organization and finally lead to share information and
knowledge among employees. The aim final hypothesis was to investigate mediator role of
organizational citizenship behavior between organizational commitment and knowledge
sharing behavior that was not confirmed. Therefore, the results show organizational
commitment neither directly nor indirectly through organizational citizenship behavior leads
to knowledge sharing behavior.
It is recommended that employees with high experience be encouraged with incentives and
rewards to expand their knowledge sharing behavior. Organizations should also find the
employees who develop knowledge sharing behavior and introduce them as outstanding staff.
Organizational citizenship behavior is among factors help to develop knowledge sharing
behavior. Hence, it should be considered as a necessity instead of a recommendation. Because
based on organizational citizenship employees share voluntary their knowledge to other staff.
As a result, education or work experience should not only be considered to recruit or job
promotion but also her character should also be analyzed. It is also recommended that
organizational citizenship behavior be introduced as a culture in the organization. Job
involvement is another factor that affects knowledge sharing behavior. In this regard, by
offering more job opportunities to the people and involve them in decision-making can
enhance employees' job involvement. Managers should also improve work conditions and
environment to increase employee satisfaction and then organizational citizenship behavior
that ultimately leads to an increase in employees' knowledge sharing behavior. However, it is
suggested that future research on knowledge sharing examine other influential factors such as
cultural, structural and technological factors.
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THE EFFECT OF JOB ATTITUDES ON KNOWLEDGE SHARING BEHAVIOR BY

Conference Paper · May 2017

Factors Affecting Job Performance in Higher Education Institutions View project

The user has requested enhancement of the downloaded file.

THE EFFECT OF JOB ATTITUDES ON KNOWLEDGE SHARING BEHAVIOR BY

Keywords: Job Attitudes, Knowledge Sharing Behavior, Organizational Citizenship Behavior

In today's knowledge-based economy, knowledge management plays an important role in

2.1. Job Involvement and Knowledge Sharing Behavior

2.2. Job Satisfaction and Knowledge Sharing Behavior

2.3. Organizational Commitment and Knowledge Sharing Behavior

2.4. Organizational Citizenship Behavior and Knowledge Sharing Behavior

2.5. Job Involvement and Organizational Citizenship Behavior

2.6. Job Satisfaction and Organizational Citizenship Behavior

2.7. Organizational Commitment and Organizational Citizenship Behavior

Organizational commitment and organizational citizenship behavior as variables that

Figure 1: Conceptual Framework

Table1: Questionnaire Characteristics

Table 2: Demographic Characteristics

Table 3: Summary of Hypothesis Tests

Table 4: Indirect Path of Hypotheses

Knowledge is an important source of economic power and an essential part of the

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