Knowledge management (KM) has emerged as an operational and strategic organisational tool. However, the influence of recent cyber regulations (CR) and security policies (SP) on the usefulness of KM, are absent from the literature. This study focuses on the intersection of knowledge management and knowledge fortification. The study employs survey data from a sample of firms and utilises partial least squares (PLS) with extensive post hoc analyses, to examine the influence of CR and SP on KM core processes (acquisition, sharing, and utilisation) and subsequently on the operational effectiveness and strategic performance of firms. Contrary to prior research, we found that external knowledge sharing negatively affected performance. These findings support our assertion that KM processes are tied to contingencies that change the relationship between KM outcomes.

The purpose of this study is to examine the effects of Confucian values, social fear and organizational knowledge sharing culture on the knowledge sharing intention of Information Systems (IS) professionals in an East Asian context. We surveyed 187 professionals working in IS in South Korean companies and applied partial least squares structural equation modeling for testing our hypotheses. The results show that Confucian values negatively influence knowledge sharing intention by increasing social fear. Conversely, knowledge sharing culture enhances knowledge sharing intention directly, and by mitigating the negative effects of Confucian values and social fear. Thus, while individuals’ reluctance to share knowledge has been conceptualized as a rational cost-benefit process in a Western context, our study shows that negative emotions and the underlying values, which stimulate these emotions, influence knowledge sharing intention in an East Asian context.

Knowledge sharing and organizational citizenship behavior (OCB) among project team members are crucial for project success due to the particularities of information systems (IS) projects. Bonding social capital is known to increase knowledge sharing and collaboration. However, the influence of bridging social capital on knowledge sharing is unclear. The interplay between bridging and bonding social capital is especially interesting in a collectivistic society such as South Korea where in-group ties are particularly strong. In this study, we examine the effect of the sub-dimensions of the above constructs (i.e., bonding, bridging, OCB) on knowledge sharing. The results suggest that bonding and citizenry behavior improves knowledge sharing. Bridging improves knowledge sharing by increasing organizational citizenry behavior. Unexpectedly, the effect of citizenship behavior on knowledge sharing differs from the effect of its sub-dimensions. Only helping others is positively related to knowledge sharing. Similarly, the sub-dimensions of bridging and bonding influence knowledge sharing and citizenship behavior differently than the first-order constructs. For example, shared team mental model positively affects OCB, but has no direct influence on knowledge sharing. Conversely, shared vision is the only sub-dimension of bridging that positively affects OCB. Thus, the results suggest that project managers should facilitate shared project vision and team mental model to encourage team members’ citizenship behavior and control the potential adverse influence of bridging social capital.