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| Thang đo Chia sẻ Kiến thức× | Công cụ Đánh giá Văn hóa Tổ chức× | |
|---|---|---|
| Lĩnh vực | Hành vi tổ chức | Hành vi tổ chức |
| Họ | Process / pipeline | Process / pipeline |
| Năm ra đời≠ | 2005 | 1999 |
| Người khởi xướng≠ | Bock, Zmud, Kim, and Lee; refined by Hau et al. | Kim S. Cameron and Robert E. Quinn |
| Loại≠ | Self-report scale | Behavioral framework assessment |
| Công trình gốc≠ | 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 |
| Tên gọi khác | Organizational Knowledge Sharing Intention | Cameron-Quinn OCAI |
| Liên quan | 4 | 4 |
| Tóm tắt≠ | 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. |
| ScholarGateBộ dữ liệu ↗ |
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