Abstract

Knowledge leveraging (KL) is an under-researched topic of importance. This study explores knowledge leveraging (KL) as a construct to be measured and its relationship to knowledge sharing (KS). An overall sample of n = 189 non-profit employee respondents was randomly split into two separate samples, n =95 and n = 94, allowing the initial results found in Sample 1 to be checked by Sample 2. Using exploratory factor analysis (EFA), two distinct three-item KL scales, KL – individual (KLI) and KL – team (KLT) were found to be distinct from a three-item KS measure. Confirmatory factor analysis (CFA) on the second sample supported these results. These three short, reliable scales may be useful to practitioners for a quick assessment. Results showed that KLI had a stronger impact on KS than KLT across both samples, while KLT was only significant for Sample 1 but not Sample 2. Team dynamics such as cohesiveness and diversity may complicate measuring team-level efforts and need further study. Additional study limitations and future research recommendations are discussed.

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