03164ntm a2200301 a 4500001001400000003000700014005001700021008004100038020002200079039004800101040000800149090002700157100001800184245013600202260003400338300004700372500003700419502006900456504003000525520181300555610005202368650004502420650001102465952012902476952014002605999002502745999009202770vtls000101722KUKTEM20251117113344.0171006t2017    my a   f a m  000 0 eng d  aTHE0000094(Local) 9a201905131325baishahy201710061114zfateeha  aUMP  aFIM .S85 2017 r Thesis1 aSui, Hai Juan10aImpacts of knowledge sharing and knowledge creation on employee engagement - case studies of Malaysian universities /cSui Hai Juan  aKuantan, Pahang :bUMP,c2017  axiii, 183 p. :bill. ;c30 cm. +e1 CD-ROM  aFaculty of Industrial Management  aThesis (Master of Science) -- Universiti Malaysia Pahang -- 2017  aBibliography : p. 122-1463 aEmployee engagement is increasingly important in this competitive society because organizational competitiveness requires knowledge especially the tacit knowledge which resides in employees and it cannot be achieved unless employees are engaged in the processes of managing knowledge. However, studies on employee engagement from the perspective of knowledge management practice are rare. The main purpose of this study is to assess the impacts of knowledge sharing and knowledge creation on employee engagement. After identifying knowledge sharing and knowledge creation could facilitate employee engagement, the study developed a model that presents knowledge sharing and knowledge creation towards employee engagement. This study adapted quantitative research method employing questionnaire to collect data from academic staff in a public and a private universities located in Malaysia. A sample of 303 academic staff were selected using stratified sampling method from a population of 1162. Data were analysed using SPSS. Descriptive analysis, testing for normality, reliability test, validity test, t-test and correlation analysis, as well as linear regression analysis were performed. The results show that three dimensions of knowledge sharing (i.e. structural, relational and cognitive) have positive and significant impact on employee engagement; and also two dimensions of knowledge creation (i.e. exploration and exploitation) positively and significantly affect employee engagement. From a practical contribution perspective, this could aid universities to better utilize the knowledge management practices to engage employees, so that to attain and sustain competitive advantage. It is recommended that the proposed model could be further enriched by adding other knowledge management practices.20aFaculty of Industrial ManagementxDissertations 0aUniversities and CollegesxDissertations 0aTheses  00102lcc4071a10000b10000d2019-09-04l0oFIM .S85 2017 r Thesisp0000119790r2019-09-04 00:00:00t1w2019-09-04yTHESIS  00102lcc4071a10000b10000d2019-09-04l0oCD 10857 | FIM .S85 2017 r Thesisp0000119791r2019-09-04 00:00:00t1w2019-09-04yTHESIS  aVIRTUA40c7258d7264  aVTLSSORT0080*0200*0400*0900*1000*2450*2600*3000*5000*5020*5040*5200*6100*6500*6501*9992