336:
between groups, trust, top management support, the reward system, and openness. Concerning the communication and coordination between groups condition, the organizations that are centralized with a bureaucratic management style can hinder the creation of new knowledge whereas a flexible decentralized organizational structure encourages knowledge-sharing. Also, internationalization is crucial for compliance or conformity. Dalkir (2005) says that internationalization is believing that the "behavior dictated by the norm truly the right and proper way to behave". If the norm is to communicate and collaborate between teams, it will be much easier for members of the group to internalize these values and act accordingly.
48:(namely, information, skills, or expertise) is exchanged among people, friends, peers, families, communities (for example, Knowledge), or within or between organizations. It bridges the individual and organizational knowledge, improving the absorptive and innovation capacity and thus leading to sustained competitive advantage of companies as well as individuals. Knowledge sharing is part of the
347:(IT) that facilitates and organizes information within a company or organization. Knowledge sharing in knowledge management systems can be driven by accountability-inducing management practices. The combination of evaluation and reward as an accountability-inducing management practice has been presented as and effective way for enhancing knowledge sharing.
385:
technological reasons. Respectively facilitators are seen as enabling factors that improve, stimulate or promote the flow of knowledge. According to Maier et al. (2002) understanding of the process supporting knowledge management enables further consideration of the obstacles and facilitating factors.
269:: digital spaces to gather and share knowledge on specific topics. While discussion groups and chats are time-based. Wikis are topic-based. Wiki pages and topics link to form an intuitive network of accumulated knowledge. Categories are also used as a means to organize and present topics in wiki pages.
359:
In order to counteract this, individuals must be reassured that they will receive some type of incentive for what they create. Supervisors and managers have a key role in this – they need to create a work culture which encourages employees to share their knowledge. However, Dalkir (2005) demonstrated
301:
to help make access simpler, encouraging economic reuse of knowledge. IT systems can provide codification, personalization, electronic repositories for information and can help people locate each other to communicate directly. With appropriate training and education, IT systems can make it easier for
368:
is also one of the common barriers of knowledge sharing because culture has a huge effect on how people tend to share knowledge between each other. In some cultures, people share everything, in other cultures people share when asked, and in some cultures, people do not share even if it would help to
363:
Sometimes the problem is that a part of an employee's knowledge can be subconscious and therefore it may be difficult to share information. To promote knowledge sharing and remove knowledge sharing obstacles, the organizational culture of an entity should encourage discovery and innovation. Members
96:
has argued it is more appropriate to teach it as both a flow and a thing. Knowledge as a flow can be related to the concept of tacit knowledge. While the difficulty of sharing knowledge is in transferring knowledge from one entity to another, it may prove profitable for organizations to acknowledge
335:
within organizations. Several factors affect knowledge sharing in organizations, such as organizational culture, trust, incentives, and technology. In an organization, five distinct conditions of the organizational culture have a positive effect on knowledge-sharing: communication and coordination
330:
In an organizational context, tacit knowledge refers to a kind of knowledge that human beings develop by the experience they gain over years. At present the employees' experience and knowledge can be seen as the most important and most valuable source that organizations have to protect. Knowledge
355:
Knowledge sharing can sometimes constitute a major challenge in the field of knowledge management. The difficulty of knowledge sharing resides in the transference of knowledge from one entity to another, Some employees and team leaders tend to resist sharing their knowledge for (inter)personal
326:
Knowledge is transferred in organizations whether it is a managed process or not since everyday knowledge transfer is a key part of organizational life. However, finding the best expert to share their knowledge in a specific matter could be hard, especially in larger organizations. Therefore, a
384:
Pinho et al. (2012) have made a comprehensive literature review of knowledge management barriers and facilitators. Barriers are considered to be obstacles that hinder knowledge acquisition, creation, sharing and transfer in and between organizations based on individual, socio-organizational or
376:
has pointed out that people who have knowledge can be reluctant to share that knowledge when they are not confident in their own expertise, so to facilitate knowledge sharing, structures can be designed to elevate everyone to the status of a potential expert and make them more comfortable
278:
Shared
Knowledge Bases: Shared organized content, containing information and knowledge. Can be formed as websites, intranets databases, file drives, comprehensive models based on probabilistic-causal relationships. or any other form that enables the access to content by the various
327:
structured strategy for knowledge transfer is required for the organization to thrive. Larger companies have a higher tendency to invest more on knowledge management processes, although competitive benefits are gained regardless of organization size.
356:
matters, for instance because of the notion that knowledge is one's property; ownership, therefore, becomes very important. Leaders and supervisors tend to hoard information in order to demonstrate power and supremacy over their employees.
1150:
Stein, D. S., Wanstreet, C. E., Glazer, H. R., Engle, C. L., Harris, R. A., Johnston, S. M., ... & Trinko, L. A. (2007). Creating shared understanding through chats in a community of inquiry. The
Internet and Higher Education, 10(2),
83:
In the digital world, websites and mobile applications enable knowledge or talent sharing between individuals and/or within teams. The individuals can easily reach the people who want to learn and share their talent to get rewarded.
783:
1311:
Huang, Z., Chen, H., Guo, F., Xu, J. J., Wu, S., & Chen, W. H. (2004, January). Visualizing the expertise space. In 37th Annual Hawaii
International Conference on System Sciences, 2004. Proceedings of the (pp. 9-pp).
1084:
Fischer, G. (2001, August). Communities of interest: Learning through the interaction of multiple knowledge systems. In
Proceedings of the 24th IRIS Conference (Vol. 1, pp. 1–13). Department of Information Science,
296:
Information technology (IT) systems are common tools that help facilitate knowledge sharing and knowledge management. The main role of IT systems is to help people share knowledge through common platforms and
55:
Apart from traditional face-to-face knowledge sharing, social media is a good tool because it is convenient, efficient, and widely used. Organizations have recognized that knowledge constitutes a valuable
238:: Task-oriented groups that may include project teams or employees from various departments, working and sharing knowledge together towards a specific goal such as product development or production
253:: a way to share a wide range of knowledge from technical values to technical and operational skills. Via mentoring programs, it is possible to share tacit norms of behaviour and cultural values.
360:
that individuals are most commonly rewarded for what they know, not what they share. Negative consequences, such as isolation and resistance to ideas, occur when knowledge sharing is impeded.
806:
156:
sharing occurs through different types of socialization. Although tacit knowledge is difficult to identify and codify, relevant factors that influence tacit knowledge sharing include:
314:, Bhattacharya, Glazer, and Sappington (1992) have emphasized the importance of knowledge sharing in research joint ventures in a context of imperfect competition. In the theory of
318:, Rosenkranz and Schmitz (1999, 2003) have used the Grossman-Hart-Moore property rights approach to study how knowledge sharing is affected by the underlying ownership structure.
193:
Embedded knowledge sharing occurs when knowledge is shared through clearly delineated products, processes, routines, etc. This knowledge can be shared in different ways, such as:
120:
sharing occurs when explicit knowledge is made available to be shared between entities. Explicit knowledge sharing can happen successfully when the following criteria are met:
226:: a group of people who share a craft or a profession; usually takes the form of cross organizational or inter-organizational workgroups, in physical, virtual or blended forms
1820:
Levin, D.Z. & Cross, R. (2004). The
Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer. Management Science, Vol. 50, No. 11.
1160:
Wagner, C. (2004). Wiki: A technology for conversational knowledge management and group collaboration. Communications of the association for information systems, 13(1), 19.
1488:"The Importance of Knowledge Management Processes for the Creation of Competitive Advantage by Companies of Varying Size, Entrepreneurial Business and Economics review"
244:: a methodology to conduct knowledge sharing sessions using a combination of a large assembly and of small discussion groups of 3–5 persons, usually around small tables
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1062:
484:
137:, and to provide easy access to appropriate material. Knowledge managers are often considered key figures in the creation of an effective knowledge sharing system.
1619:
Donnelly, Rory (2019). "Aligning knowledge sharing interventions with the promotion of firm success: The need for SHRM to balance tensions and challenges".
219:
There are several methods both formal and informal that have claims to enable knowledge sharing in organisations. These include, but are not limited to:
1654:
Wang, Sheng; Noe, Raymond, A.; Wang, Zhong-Ming (May 2014). "Motivating
Knowledge Sharing in Knowledge Management Systems: A Quasi–Field Experiment".
1117:
537:
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934:
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204:: providing a structured space to create possible scenarios, followed by a discussion of what happened, and how it could have been different.
364:
who trust each other are willing to exchange knowledge and at the same time want to embrace knowledge from other members as well. National
282:
Expert Maps: Organized lists or network of experts and corresponding expertise. Enables indirect access to the knowledge (via the expert).
1075:
Wenger, E. C., & Snyder, W. M. (2000). Communities of practice: The organizational frontier. Harvard business review, 78(1), 139–146.
552:
Miller, D.; Shamsie, J. (1996). "The resource-based view of the firm in two environments: The
Hollywood film studios from 1936 to 1965".
339:
Drivers for knowledge sharing are connected to both human resources and software. Knowledge sharing activities are commonly supported by
160:
Informal networks such as daily interactions between people within a defined environment (work, school, home, etc.). These networks span
310:
In economic theory, knowledge sharing has been studied in the field of industrial organization and in the field of contract theory. In
442:
521:
497:
Ipe, M. (2003), "Knowledge sharing on organizations: a conceptual framework", Human
Resource Development Review, Vol. 2 No. 4, p.341
1094:
Kozlowski, S. W., & Bell, B. S. (2012). Work groups and teams in organizations. Handbook of
Psychology, Second Edition, 12.
167:
The provision of space where people can engage in unstructured or unmonitored discussions, thereby fostering informal networks.
1710:
ROSEN, BENSON; FURST, STACIE; BLACKBURN, RICHARD (January 2007). "Overcoming
Barriers to Knowledge Sharing in Virtual Teams".
232:: Informal and voluntary gathering of individuals discussing on a regular basis, in many cases through defined digital channel
64:. However, technology constitutes only one of the many factors that affect the sharing of knowledge in organizations, such as
536:
Yao et al. (2021) Construction Safety Knowledge Sharing on Twitter: A Social Network Analysis, Safety Science, 143, 105411,
1922:
1443:
Rosenkranz, Stephanie; Schmitz, Patrick W. (2003). "Optimal allocation of ownership rights in dynamic R&D alliances".
247:
Lessons learned techniques: techniques to learn from what has happened before and what could be done better the next time.
210:
Knowledge transfer: deliberately integrating systems, processes, routines, etc., to combine and share relevant knowledge.
109:
Knowledge can be shared in different ways and levels. The following segmentation sheds light on the essence of sharing.
592:
1917:
784:"Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory"
133:
Guidance: the body of knowledge must be defined and differentiated into different topics or domains so as to avoid
1258:"Using Prior Risk-Related Knowledge to Support Risk Management Decisions: Lessons Learnt from a Tunneling Project"
998:
538:
https://www.researchgate.net/publication/353546913_Safety_knowledge_sharing_on_Twitter_A_social_network_analysis
171:
640:
Ciborra, C.U.; Patriota, G. (1998). "Groupware and teamwork in R&D: limits to learning and innovation".
311:
229:
223:
184:
Employees' strong organizational commitment and loyalty to their employers supports tacit knowledge sharing.
69:
35:
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contributing; one example of such a system, to which Hatzfeld attributes mixed success in this regard, is
344:
65:
999:"Linking human resource management and knowledge management via commitment: A review and research agenda"
1683:
1601:
404:
332:
61:
1857:
Pinho, Isabel (November 2011). "Improving knowledge management processes: a hybrid positive approach".
373:
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An organizational culture which is based on trust. This encourages employees to share their knowledge.
394:
340:
315:
134:
77:
49:
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881:
676:
609:
566:
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Rosenkranz, Stephanie; Schmitz, Patrick W. (1999). "Know-how disclosure and incomplete contracts".
31:
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867:
Fan, Y. (1998). "The Transfer of Western Management to China: Context, Content and Constraints".
846:
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622:
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approach to knowledge sharing in the form of both centrally managed and self-published knowledge.
117:
98:
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because some employees tend to resist sharing their knowledge with the rest of the organization.
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275:: an informal way to share knowledge, where knowledge owner shares real life stories to other.
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459:
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1349:
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923:
829:; Ingram, P. (2000). "Knowledge Transfer: A Basis for Competitive Advantage in Firms".
662:
Snowden, D. (2002). "Complex acts of knowing: paradox and descriptive self-awareness".
241:
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17:
1911:
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Levesque, H. J., & Lakemeyer, G. (2001). The logic of knowledge bases. MIT Press.
983:
235:
1640:
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1242:
898:
768:
626:
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Maier, Ronald (2002). "Defining process-oriented knowledge management strategies".
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93:
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Cardenas, IC; Al-Jibouri, SHS; Halman, JIM; van de Linde, W; Kaalberg, F (2014).
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1172:"Learning from Project Experience: Creating, Capturing and Sharing Knowledge"
1022:
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951:
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618:
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729:
Nonaka, I. (1994). "A dynamic theory of organizational knowledge creation".
378:
170:
Unstructured, less-structured or experimental work practices that encourage
45:
1843:
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Hatzfeld, Hélène (2013). "Partager les savoirs: quelle légitimité ?".
1281:
1234:
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platforms. The knowledge is accessible mainly in the present or by search.
141:
76:. The sharing of knowledge constitutes a major challenge in the field of
1329:
Gurteen, David (February 1999). "Creating a knowledge sharing culture".
742:
1273:
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925:
Working Knowledge: How Organizations Manage What They Know, 2nd Edition
760:
751:
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constitutes a valuable, intangible asset for creating and sustaining
1897:
1806:
Reboul, Cyril (2006). "Managing Knowledge Workers: The KWP Matrix".
1348:
Bhattacharya, Sudipto; Glazer, Jacob; Sappington, David E.M (1992).
1582:"Determinants of knowledge sharing in a public sector organization"
1350:"Licensing and the sharing of knowledge in research joint ventures"
127:
Awareness: the recipient must be aware that knowledge is available.
1519:
Ribeiro, Rodrigo (22 January 2012). "Tacit knowledge management".
1103:
Gurteen, D. (2015). Knowledge cafe. Inside Knowledge, 13(3), 8–13.
266:
130:
Access: the knowledge recipient can access the knowledge provider.
124:
Articulation: the knowledge provider can describe the information.
1209:
Cardenas, IC; Al-Jibouri, SHS; Halman, JIM; van Tol, FA (2014).
952:"Trust, knowledge sharing and organizational commitment in SMEs"
101:
and adopt new knowledge management strategies accordingly.
302:
organizations to acquire, store or disseminate knowledge.
1808:
Proceedings of the 6th International Conference MOMAN 06
1556:"The survey of tacit knowledge sharing in organization"
1211:"Modeling Risk-Related Knowledge in Tunneling Projects"
595:; Cabrera, E. F. (2002). "Knowledge-sharing Dilemmas".
1756:. Oxford: Elsevier Inc: Jordan Hill. pp. 132–133.
701:
Personal Knowledge: Towards a Post-Critical Philosophy
92:
Although knowledge is commonly treated as an object,
831:
Organizational Behavior and Human Decision Processes
1486:Soniewicki, Marcin; Paliszkiewicz, Joanna (2019).
922:
929:. Cambridge, MA: Harvard Business School Press.
1554:Urbancová, Hana; Urbanec, Jiří (January 2011).
921:Prusak, Lawrence; Davenport, Thomas H. (2000).
433:Bukowitz, Wendi R.; Williams, Ruth L. (1999).
1767:Holste, J. Scott; Fields, Dail (2010-02-23).
1492:Entrepreneurial Business and Economics Review
1038:"Corporate Strategy Model: Scenario Planning"
821:
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27:Activity through which knowledge is exchanged
8:
1688:: CS1 maint: multiple names: authors list (
950:Curado, Carla; Vieira, Sílvia (2019-09-02).
1769:"Trust and tacit knowledge sharing and use"
1754:Knowledge Management In Theory And Practice
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514:Knowledge management in theory and practice
483:: CS1 maint: numeric names: authors list (
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1036:Serban, Andreea M.; Luan, Jing (2002).
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516:. Cambridge, Massachusetts: MIT Press.
458:Serban, Andreea M.; Luan, Jing (2002).
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1170:Kitimbo, Irene; Dalkir, Kimiz (2013).
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460:"An Overview of Knowledge Management"
88:Knowledge sharing as flow or transfer
7:
507:
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1188:10.18848/2327-7998/cgp/v12i04/50810
435:The Knowledge Management Fieldbook
287:Connection to adjacent disciplines
25:
1886:Knowledge and Process Management
1859:Journal of Knowledge Management
1773:Journal of Knowledge Management
1586:Journal of Knowledge Management
1116:DeLong, David W. (2004-09-16).
664:Journal of Knowledge Management
292:Information technology systems
1:
1633:10.1016/j.jbusres.2018.02.007
1457:10.1016/s0899-8256(02)00553-5
1414:10.1016/s0165-1765(99)00038-5
1331:Knowledge Management Magazine
997:Hislop, Donald (April 2003).
554:Academy of Management Journal
44:is an activity through which
1724:10.1016/j.orgdyn.2007.04.007
1621:Journal of Business Research
1580:Titi Amayah, Angela (2013).
1369:10.1016/0022-0531(92)90068-s
60:for creating and sustaining
1445:Games and Economic Behavior
1122:. Oxford University Press.
322:Importance to organizations
1939:
1357:Journal of Economic Theory
703:. CRC Press. p. 428.
259:: Informal sharing, using
29:
1871:10.1108/13673271211218834
1785:10.1108/13673271011015615
1533:10.1007/s11097-011-9251-x
1505:10.15678/EBER.2019.070303
1015:10.1108/01425450310456479
686:10.1108/13673270210424639
174:, and the development of
1668:10.1177/0149206311412192
1598:10.1108/JKM-11-2012-0369
1043:. University of Kentucky
891:10.1177/1350507698292005
619:10.1177/0170840602235001
465:. University of Kentucky
372:The political scientist
172:creative problem solving
105:Knowledge sharing levels
30:Not to be confused with
1712:Organizational Dynamics
968:10.1108/pr-03-2018-0094
312:industrial organization
230:Communities of interest
224:Communities of practice
36:Collective intelligence
1844:10.3917/lsdlc.004.0045
843:10.1006/obhd.2000.2893
803:10.1287/orsc.1080.0412
512:Dalkir, Kimiz (2005).
369:achieve common goals.
345:information technology
333:competitive advantages
66:organizational culture
62:competitive advantages
18:Knowledge mobilization
1832:Le sujet dans la cité
1656:Journal of Management
699:Polanyi, M. (2003) .
405:Knowledge translation
1923:Knowledge management
1176:Knowledge Management
791:Organization Science
731:Organization Science
597:Organization Studies
395:Transfer of learning
341:knowledge management
316:incomplete contracts
207:Management training.
135:information overload
97:the difficulties of
78:knowledge management
50:knowledge management
1752:Dalkir, K. (2005).
869:Management Learning
782:Nonaka, I. (2009).
743:10.1287/orsc.5.1.14
343:systems, a form of
32:Information sharing
1561:. pp. 220–230
1274:10.1111/risa.12213
1227:10.1111/risa.12094
1003:Employee Relations
642:R&D Management
299:electronic storage
189:Embedded knowledge
140:Completeness: the
118:Explicit knowledge
113:Explicit knowledge
99:knowledge transfer
1918:Knowledge sharing
1392:Economics Letters
1137:978-0-19-517097-9
936:978-1-57851-301-7
710:978-0-203-44215-9
261:instant messaging
198:Scenario planning
42:Knowledge sharing
16:(Redirected from
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827:Argote, L.
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411:References
351:Challenges
236:Workgroups
202:debriefing
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379:Knowledge
251:Mentoring
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1057:cite web
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