Knowledge Sharing

░ Abstract: Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning 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.

Algerian Review of Security and Development volume: 10, n° 01, January 2021, P: 677 -687, 2021

The study aims to identify the impact of the knowledge sharing behaviour on organizational learning in some firms active in the food industry sector in the region of Annaba. The study population consists of all workers at Mahbouba Company and Seybouse Mills Annaba. A questionnaire was designed to gather data. (82) Questionnaires were valid for statistical analysis. A set of statistical methods was used by the (SPSS 21) software to analyze collected data. The results revealed is the existence of a positive effect between dimensions of knowledge sharing behaviour and organizational learning.

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...

The health care manager, 2017

Knowledge or information sharing (KIS) is an important aspect of organizational knowledge management (KM). Several factors affect the KIS process. This study investigates KM from a managerial viewpoint using a theoretical model that was developed based on a literature review conducted to evaluate KIS. This model was then tested for validity and reliability using an expert panel. Finally, an analysis was conducted on data collected from a survey of top and midlevel managers at Iran's Ministry of Health and Medical Education covering knowledge sharing, its barriers, and solutions. More than 90% of managers believe that the most important barriers to implementing a KIS system are limitations brought about by specialized knowledge, a culture of independent working, nonstandard processes, and a lack of a proper system for KIS. The results suggest that a successful implementation of KM initiatives depends on a careful consideration of the organizational culture, employee education levels, and previous knowledge of the benefits of KM.

Journal of Information & Knowledge Management, 2012

Knowledge sharing is an important aspect of knowledge management that contributes to enhancing organizational learning to face competition. This paper tries to explore and analyze the relationship between different variables like information technology infrastructure, supportive organizational policies, knowledge sharing motivation, knowledge sharing practices and ongoing organizational learning. Data was collected using a questionnaire from 59 employees of Orange Company, a major telecommunication company in Jordan, and was analyzed using descriptive and multiple regression techniques. The results indicate that there is a significant positive relationship between knowledge sharing practices and ongoing organizational learning. Firms need to emphasize the role of organizational learning in sustaining competitive advantage and furnish needed tools to encourage knowledge management practices. It is vital for organizations to set up an environment for social interaction as a means for knowledge sharing.

Advancement in technologies has moved organisations from the traditional methods of strategic and tactical formulations to knowledge based fabricated methods and strategies. Nowadays, Knowledge management became an important success reason for the formulation of any strategy of every company. This knowledge dependent trend is not only dominant in developed economies and their firms, but also has attracted and motivated businesses operating in developing countries. Aiming on the degree of knowledge management influence, this study primarily tried to look at the effects of knowledge sharing on knowledge learning and organisational learning, and to see the effect of organisational learning on organisational learning culture influencing the business performance. A research survey was conducted and obtained 214 (71%) valid responses from the sample of 500 respondents of the sales departments of six telecommunication companies. The Model fit Structural Equation Modeling (SEM) results show a positive effect of knowledge sharing on knowledge learning and organisational learning; however, knowledge learning effect on organisational learning is insignificant. Consequently, the data did not support the effect of organisational learning on organisational learning culture. However, organisational learning culture positively influenced organisational performance. The results may guide the telecommunication companies to improve their knowledge management activities for better performance. The discussion and conclusions, managerial implications, and future research recommendations are presented at the end.

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.

The success of knowledge management initiatives depends on knowledge sharing. This paper reviews qualitative and quantitative studies of individual-level knowledge sharing. Based on the literature review we developed a framework for understanding knowledge sharing research. The framework identifies five areas of emphasis of knowledge sharing research: organizational context, interpersonal and team characteristics, cultural characteristics, individual characteristics, and motivational factors. For each emphasis area the paper discusses the theoretical frameworks used and summarizes the empirical research results. The paper concludes with a discussion of emerging issues, new research directions, and practical implications of knowledge sharing research.