手法を比較
選択した手法を並べて確認できます。異なる行はハイライト表示されます。
| 知識共有尺度× | 組織文化アセスメント・インストゥルメント× | |
|---|---|---|
| 分野 | 組織行動論 | 組織行動論 |
| 系統 | Process / pipeline | Process / pipeline |
| 提唱年≠ | 2005 | 1999 |
| 提唱者≠ | Bock, Zmud, Kim, and Lee; refined by Hau et al. | Kim S. Cameron and Robert E. Quinn |
| 種類≠ | Self-report scale | Behavioral framework assessment |
| 原典≠ | Hau, Y. S., Kim, B., Lee, H., & Kim, Y. G. (2013). The effects of individual motivations and social capital on employees' tacit and explicit knowledge sharing intentions. International Journal of Information Management, 33(3), 356-366. DOI ↗ | Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. ISBN: 978-0-470-65014-1 |
| 別名 | Organizational Knowledge Sharing Intention | Cameron-Quinn OCAI |
| 関連 | 4 | 4 |
| 概要≠ | The Knowledge Sharing Scale (KSS) is an 18-item instrument measuring employee intention to share knowledge and experience within organizations. Developed by Bock, Zmud, Kim, and Lee in 2005, the KSS assesses barriers and enablers of knowledge sharing behavior across six dimensions: perceived usefulness, extrinsic motivation, intrinsic motivation, social norms, organizational climate, and knowledge-sharing intention. | The Organizational Culture Assessment Instrument (OCAI) is a 24-item diagnostic tool that identifies dominant organizational culture types based on the Competing Values Framework (CVF). Developed by Kim S. Cameron and Robert E. Quinn, the OCAI measures cultures across four archetypes: Clan, Adhocracy, Market, and Hierarchy. |
| ScholarGateデータセット ↗ |
|
|