SHARING KNOWLEDGE TRANSFORMING SOCIETIES

While there remains a huge concentration of knowledge production activities in the developed countries, the last twenty years have seen a major shift in world wide access to codified knowledge. The role of information and communication technologies has been instrumental here, as has been that of more capital and organisational embedded forms of technology transfer such as foreign direct investment. Today one of the most important enabling features for development is knowledge access. Access is, however, not required to knowledge under such codified or capital embedded forms alone, but also to the tools and (legal) ability to replicate and improve upon knowledge. For developing countries it is no longer access to knowledge as passive producers/consumers which fitted well with the old development model where developing countries would be treated as consumers who would not have the ability to innovate or, if more industrially advanced, would imitate production methods developed elsewhere. The cases reviewed in the paper show that while access to codified knowledge may build skills through passive absorption (e.g. through textbooks), access to technology in a form that can be shared and modified without entry barriers can build advanced skills and compensate for the absence of formal training. While access to knowledge as a passive process is politically framed within the language of development aid, access to technology as a way of providing the right and ability of participation is analogous to the arguments favouring free trade: developing countries can then be seen as providing a resource of potential innovators, rather than merely using existing innovations from the developed world.

Futures, 1996

One of the points stressed in 'A new paradigm in the organization of knowledge', Futures, 26,1994, pages 781-786, was the determinant role of sharing in the emergence and configuration of the paradigm of the immaterial. We resume the elements suggested then and develop their analysis in three stages: first, by characterizing the operational singularity of sharing; second, by considering its cognitive and disciplinary incidence; and finally, by pointing out its theoretical consequences, namely in what concerns the thematic of rationality.

This chapter explores the enablers and inhibitors to effective knowledge sharing practices within different contexts and fields of work. It covers the benefits of knowledge sharing and explores some of the most commonly used methods referencing the experiences within the banking and financial sector, the higher education sector, the automotive industry, and within the field of community development. Reference is also made to the experiences of knowledge sharing in light of the COVID-19 pandemic. The chapter concludes by asserting that a 'one size fits all' approach to knowledge sharing and knowledge management is not feasible, but argues that there is equally strong evidence to support the view that knowledge sharing should be a key priority for all organizations in order for them to be sustainable and relevant in the longer term.

2006

Performance Improvement, 2018

This is a review of books that discuss the sharing of knowledge. This composite review guides readers in the Asia Pacific region through a series of publications that discuss developments in research focusing on organizational learning. The first book reviewed here is a 2002 publication by Dr. Nick Bontis, a

2016

The paper based on research under the programme on Strengthening Evidence-based Policy Works at Institute of Development Studies (IDS), examines the challenges to global goals for the equality and governance posed by control of Knowledge and ICT. It discusses the issue of knowledge sharing and its potential impact on people’s lives and how it is likely to contribute to or damage development agendas over the next 15 years. Examines the positive and negative implications that an increasingly digital world hold for achieving global development goals while making a case for greater attention to be paid to these on the part of the international community especially in relation to democratic governance, institutional accountability, responsiveness and transparency. Authors suggest how development practitioners and policymakers might best respond.

Global Knowledge Review, 2005

The sharing and distribution of knowledge within an organisation is a vital precondition for turning isolated information or experiences into knowledge that the whole organisation can use. The challenge, as I have seen, in trying to manage and create and knowledge is to develop the processes and infrastructures that enable dynamic, value-added interaction between seekers and holders of knowledge, through (a) collection, using the Intranet, Extranet and Internet to give people access to databases, hard information people can be confident in, and allow people to acquire sets of leads for further research, and (b) connection, a set of contacts to pursue for further information, connecting with other people with similar interests or on similar projects – people networks, making explicit mental models and the subconscious of individuals, foster relationships and enabling cultures. Over the years, I have been asked, by many, the question: “Given that I am convinced of the power of KM, what processes do I begin with in my own organization.

International Journal of Innovation and Applied Studies, 2014

Knowledge sharing has been identified as the key enabler of knowledge management. To leverage knowledge resources and to support knowledge sharing, organizations are employing knowledge management systems. While knowledge management systems are important, practical implementations have found that technology alone cannot guarantee that knowledge will be shared. The objective of this research study was to examine the determinant factors that promote or discourage knowledge sharing behaviors of individuals with in NBI context and propose a technical and non-technical solution. Drawing from multiple streams of research including social psychology, organizational learning, knowledge management, information systems and so forth, this research developed an integrated theoretical model and unveiled three sets of critical factors: psychological, organizational and technological that are believed to affect the knowledge sharing behaviors. The posited theoretical model was validated using a field survey of individuals from NBI, the case study area of this research study. The results of the study provide empirical support for the overall structure theorized in the research model. 9 of the 11 hypothesized relationships were supported. Knowledge sharing behavior was predicted by individual's intention towards knowledge sharing and perceived behavioral control. Knowledge sharing intention in turn was predicted by knowledge workers attitude towards knowledge sharing, subjective norm and perceived behavioral control. The strength of Social network and trust exerted positive effect towards favorable attitude towards knowledge sharing and subjective norms towards knowledge sharing. Perceived organizational incentives and benefits exerted a positive effect towards favorable attitude towards knowledge sharing. The perceptions of loss of knowledge power exerted a negative effect on the attitude. Organizational climate positively influenced knowledge workers subjective norm. Additionally, facilitating tools and technology was positively associated with high levels of perceived behavioral control towards knowledge sharing. Based on the findings, the study discussed implications for theory and practice. Overall, the results of the study advance prior research in the area of knowledge sharing by shedding light on the determinants of knowledge sharing behaviors of individuals. In addition to contributing to theory, the findings of the study also yield insights for practice. These insights could be used by organizations in developing realistic environments that are conducive to knowledge sharing. Furthermore in the final section the study proposed a prototype knowledge portal that can be used as a common tool to minimize the effects of those factors identified during study through providing an easy means for collaboration, Community of practices, access to valuable knowledge, team building, knowledge sharing, to narrow the physical gap between individuals in organization like NBI and so forth.

Transition Studies Review, 2009

Nowadays we can talk about a “Knowledge Revolution” because managing of information plays a crucial role in our society, both in public and private sphere. After a brief introduction—aimed at underling the main points we will debate on—the first part of the article focus on Knowledge Management techniques and knowledge-based government (k-Government) and the great potential in respect to the public sector transformation. The second part takes into account the social dimension of knowledge managing and the ethical relevance that social networking is progressively acquiring. After that, we have chosen to focus on global warming, indeed, the last session is a detailed analysis of a real case study related to China’s energy security. In the end, a wise use of Knowledge resources, trough the comparison with past experiences, turn out to be the powerful device that will let us provide some useful suggestion for a significant public action.

2016