Knowledge organizations in Taiwan. The results indicate that two

Knowledge is the most essential
element in innovation.  The most
important goal of knowledge management is increasing innovation. Knowledge
management is fundamentally made of four major processes that is known as 1) knowledge
discovery 2) knowledge capture, 3) knowledge sharing 4) knowledge application. The
major process of knowledge management is Knowledge sharing that is defined as a
process where individuals transfer knowledge which is include of explicit and
tacit knowledge with each other in order to generate a new knowledge. However,
Innovation Capabilities is the firm’s ability to create new ideas for
development of their product and Service to achieve better organizational
performance and sustain competitive advantages. Firm innovation capability
include of employee innovation capability and team innovation capability. However,
employee innovation capability is defined as the employee’s ability to generate
and then implement new idea to help and also improving the products and
services in the company.Therefore, this Study will aim to empirically examine
and improve the understanding of the influence of knowledge sharing on employee
innovation capability.


There are some existing studies (Zhining
Wang et al, 2012; Hsiu-Fen Lin, 2007; Shu hsien Liao et al, 2007)
that examined knowledge sharing and innovation .Studies conducted by Hsiu-Fen
Lin (2007) explored the influence of individual factors, organizational factors,
and technology factors on knowledge sharing processes and whether more leads to
superior firm innovation capability. The research was conducted between 172
employees at 50 organizations in Taiwan. The results indicate that two
individual factors and one organizational factors have a Significant influence
on knowledge-sharing processes. The results also illustrate that employee’s willingness
to both of donating and collecting knowledge, empower the organization to develop
innovation capability. Zhining Wang et al., (2012) examines the
quantitative relationship between knowledge sharing, Innovation and performance
by using data collection from 89 high technology organizations in China. The
findings of their study show that both explicit and tacit knowledge sharing practices
facilitate innovation and performance.  Shu
hsien Liao et al., (2007) explored the relationships between knowledge
sharing, absorptive capacity, and innovation capability in Taiwan’s firms. Data
gathered from 170 firms in Taiwan. This study finds that absorptive capacity is
the intervening factor between knowledge sharing and innovation capability.

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Based on the review of the existing
literature on knowledge sharing and employee innovation research area, it was
found that nearly most studies used the knowledge sharing and firm innovation. There
is not studies which examine the influence of knowledge sharing on employee
innovation in a comparative area. Previous studies did not express that for
developing the organization through sharing a knowledge, employee innovation is
the first and main point before it summarizes to the firms innovation capabilities.
For this reason, this study contributes to fill the gap existing in the
literature and will attempt to study influence of knowledge sharing on firm
innovation in developing and developed country. Examining knowledge sharing will
help to explain how knowledge sharing will enhance or discourage their
participation in employee innovation.


The research strategy for this study
is quantitative methodology with survey technique. Therefore, the data will be
collect via the questionnaire from employees of organizations in developed and
developing countries, include (Germany, Iran, Malaysia, Iraq) with a Minimum of
50 employees. The population of this study comprise the employees of different
organizations in developed and developing country. The data will empirically
tested using the multiple regression analysis with the help of SPSS software
version 21.