Welcome to the InfoSci Platform
Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation

Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation

Muhammad Fahad Anwar, Wai Peng Wong, Ming-Lang Tseng
Copyright: © 2022 |Volume: 18 |Issue: 1 |Pages: 23
ISSN: 1548-0666|EISSN: 1548-0658|EISBN13: 9781799893608|DOI: 10.4018/IJKM.291099
Cite Article Cite Article

MLA

Anwar, Muhammad Fahad, et al. "Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation." IJKM vol.18, no.1 2022: pp.1-23. http://doi.org/10.4018/IJKM.291099

APA

Anwar, M. F., Wong, W. P., & Tseng, M. (2022). Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation. International Journal of Knowledge Management (IJKM), 18(1), 1-23. http://doi.org/10.4018/IJKM.291099

Chicago

Anwar, Muhammad Fahad, Wai Peng Wong, and Ming-Lang Tseng. "Examining Voluntary Engagement Barriers in Knowledge Sharing Practices for Supply Chain Innovation," International Journal of Knowledge Management (IJKM) 18, no.1: 1-23. http://doi.org/10.4018/IJKM.291099

Export Reference

Mendeley
Favorite Full-Issue Download

Abstract

Voluntary engagement (VE) creates a sense of coordination and harmonization to share knowledge. The eminence of knowledge sharing (KS) for supply chain (SC) innovation is undeniable to initiate development in products, services, and operations. However, KS process is undergoing challenges in sustaining KS engagement by SC partners. Hence, recent researchers call for the need to address this gap in the literature to assess VE barriers. This paper studies the causal relationship of VE barriers on two MNCs, i.e., Toyota and Suzuki, via the fuzzy DEMATEL approach. The case examination findings indicate culture's alignment as the prime cause of VE and leadership commitment has stronger interdependence. The core problems which need elimination are fear of losing the job, prominence and opportunistic behavior. The study concludes that companies need to instigate the natural attributes of employees’ VE by setting-up earnest guidelines to practice free information and knowledge flow.