000			02871ntm a2200277 a 4500
001			vtls000101722
003			KUKTEM
005			20251117113344.0
008			171006t2017 my a f a m 000 0 eng d
020			_aTHE0000094(Local)
039		9	_a201905131325 _baishah _y201710061114 _zfateeha
040			_aUMP
090			_aFIM .S85 2017 r Thesis
100	1		_aSui, Hai Juan
245	1	0	_aImpacts of knowledge sharing and knowledge creation on employee engagement - case studies of Malaysian universities / _cSui Hai Juan
260			_aKuantan, Pahang : _bUMP, _c2017
300			_axiii, 183 p. : _bill. ; _c30 cm. + _e1 CD-ROM
500			_aFaculty of Industrial Management
502			_aThesis (Master of Science) -- Universiti Malaysia Pahang -- 2017
504			_aBibliography : p. 122-146
520	3		_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.
610	2	0	_aFaculty of Industrial Management _xDissertations
650		0	_aUniversities and Colleges _xDissertations
650		0	_aTheses
999			_aVIRTUA40 _c7258 _d7264
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