Knowledge Sharing: A Key Role in the Knowledge Management Process

INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH, 2019

Knowledge sharing has become the leading factor for a success in an organization. The ability to acquire and disseminate valuable knowledge for competing in the challenging market has raised the awareness to focus on the sharing of knowledge among employees. The nature of knowledge whether explicit or tacit has paved the way for a new dimension of method of sharing in many industries. The ability of an organization to retain and acquire new knowledge enables it to outperform and compare to others and determine its sustainability. Tacit knowledge, being the hardest to retain, requires a different way of disseminating knowledge and method of sharing within different contexts of organization. This disquisition provides an in-depth review on how tacit knowledge is retained and controlled in different contexts of industries, focusing on the organizational, group and individual levels. Several implications are obtained from this review, as such to promote the integration of organizational success and capability of organization in coping with the current technological advancement.

2011

The effectiveness of a knowledge sharing activities in organization has the potential of improving customer services, bringing new product to market and reducing cost of business operations. Recently, Information Technologies are often used in knowledge management in informing customers and employees of the latest innovation or development as well as sharing knowledge among the employees. In knowledge management, effective knowledge sharing is considered to be one of the most vital components of KM success. Knowledge sharing practice helps organization to improve performance and achieve their mission. However, many researchers and authors agree and disagree with each others about embedding knowledge sharing practice in workplace. Therefore, this paper discusses generally about knowledge sharing practices in organization to investigate whether knowledge sharing is practiced and embedded sufficiently in organization.

Knowledge is an important organizational source that provides the sustainable competitive advantage in a competitive and dynamic economy. Knowledge sharing has become an essence for knowledge management. It is as an activity to disseminate the information, to collaborate with others to solve problems, develop innovative ideas, or implement policies or procedures. However, previous studies have shown that individuals are reluctant to share their knowledge as they consider that they will lose their status in the organization if they share knowledge with others. Therefore, in the execution of knowledge management activities, knowledge sharing is recognized as the most reluctant and difficult factor. Based on the literature review we developed a conceptual framework that identifies key organizational factors which significantly influence the explicit and tacit knowledge sharing. This study categorized the organizational factors into three parts as most repeatedly used factors, less researched factors and least researched factors and examines their relationships with knowledge sharing. Thus, the purpose of this study is to examine the relationship between key organizational factors and knowledge sharing. The paper concludes with a discussion of emerging issues, new research directions with some suggestions for future research.

International Journal of …, 2009

The importance of organizational learning and knowledge to the competitive strength of organisation has become common wisdom. The challenge is in generating new knowledge via active learning and the sharing of the knowledge to ensure optimum exploitation. The identification and creation of the context, the policies, the structures and the mechanisms to facilitate learning, retention, sharing/transfer, and exploitation of knowledge are the real issues on the road to becoming a learning organisation. A total 118 executives of a knowledge intensive firm were surveyed to examine the role of these enablers on their knowledge sharing behavior. The commitment to training and development, access to learning resources, retention of learning, incentives for and feedback on learning were examined as key enablers of knowledge sharing. Correlation analysis suggests that the enablers posited are moderately to highly inter-related. Regression analysis shows that model accounts for 68% of the variance in knowledge sharing. Of the 5 enablers examined, feedback on learning and access to learning resources were significant and point toward a strong role in knowledge sharing. The study provides strong support for the synergistic use of internally coherent set of practices with feedback on learning behavior and access to learning resources playing the principal role in stimulating knowledge sharing. The findings generally resonate with the positions taken by

The need for knowledge is as old as human history and the importance of this need is even more increased in the technology age of today. Anyone, regardless of his or her position, is in desire and in need to get the necessary scope-of-interest knowledge in order to keep up with the change and thus to be able to survive. Therefore, in this paper, a general overview of knowledge age and knowledge society is presented and the search points out the importance of knowledge management for organizations and the other related disciplines. After that, the main purpose of this research is laid out, that is, the employee’s attitude toward knowledge sharing and the relationship between their positions and knowledge sharing is explained. Finally, results are evaluated and our conclusions are proposed. It can be seen that sharing of knowledge is not suff iciently successful in the institution on which we carried out our survey. In addition, cognitive channels should be kept open, desire and attitudes of organization members for sharing of information should be increased in order to establish an intellectual capital management system in the institution.

2012

Over the last decade organisations have taken a keen interest in retaining tacit knowledge as it is a very important asset for organisations. This has led to the adoption of knowledge management practices that provide innovation in decision making, product and process efficiency. However as organisational knowledge is greatly dependant on the tacit knowledge that its employees possess, it is important to dwell upon some human resource functional strategies to encourage sharing of employees' knowledge and also enhance employee retention. The focus of this paper is predominantly on tacit knowledge sharing. Strategies that organisations can take to share, retain and reuse tacit knowledge have been recommended. The role of the human resource function, as a key enabler of tacit knowledge transfer, has been highlighted. Employee rewards management plays a key part in promoting, creating, sharing and preserving knowledge and its vitality has been discussed. The paper also elucidates some learning and development strategies that will fundamentally aid in tacit knowledge transfer.

Journal of Information & Knowledge Management, 2012

Procedia Economics and Finance, 2013

The knowledge-based view of organisational behaviour emphasizes the importance of knowledge for organizations to retain their competitive advantage. Thus, the success of knowledge sharing is vital because, if successful, it results in shared intellectual capital. Knowledge sharing success, to a great extent, lies in the employees' capability to share knowledge. It is important that this knowledge sharing capability is translated into success through appropriate HRM practices. Knowledge sharing capability is therefore an important factor to consider when designing human resource management (HRM) practices that help to facilitate successful knowledge sharing behaviours among employees. 270 knowledge workers of knowledge-based organisations were surveyed about their perceptions of knowledge sharing capability, and knowledge sharing success. Our study confirms that knowledge sharing capability is important for knowledge sharing success, suggesting its significant role in the design of knowledge-driven HRM practices. This has important implications for HRM delivery in Malaysian and global knowledge based organisations, as the lack of employee's sharing capability on the success of knowledge sharing may lead to an inability of the organization to remain competitive. Implications for HRM practices and future research directions are discussed in detail.

2016

Knowledge is a critical organizational resource that provides a sustainable competitive advantage in a competitive and dynamic economy. Organizations must therefore consider how to transfer expertise and knowledge from experts who have it to novices who need to know. That is, organizations need to emphasize and more effectively exploit knowledge-based resources that already exist within the organization. Research has shown that knowledge sharing (KS) and combination is positively related to reductions in production costs, faster completion of new product development projects, team performance, firm innovation capabilities, and firm performance including sales growth and revenue from new products and services. However, despite these investments it has been estimated that at least $31.5 billion are lost per year by Fortune 500 companies as a result of failing to share knowledge (Babcock, 2004). An important reason for the failure of KMS to facilitate KS is the lack of consideration of...