Knowledge Sharing and its Impact on Knowledge Creation

International Journal of Innovative Technology and Exploring Engineering

The main aim is to review and conceptually understand knowledge sharing and innovation in the Information technology industry (IT) and its impact on organizational performance of the employees. Management of knowledge focuses on retaining of the knowledge, innovation and creation of value. It is a tool used in many organizations to improve the performance of the organization through strategic decision making. Through the help of field survey, primary data was collected and descriptive analysis and correlation analysis technique was applied to understand the association of Knowledge Management (KM) techniques with other variables identified from the study like knowledge sharing, storage of knowledge, transfer of updates, organizational learning and organizational culture etc. The findings suggest that indicators like group meetings, taking courses related to a pertinent area, activities involving team are some of the formal channels of knowledge sharing and they need to be implemente...

2013

This study was conducted with objective to determine the relationship between knowledge sharing and innovation with performance in manufacturing companies and trading of Guilan province (Iran). Nowadays organizational performance and its management has become one of the most attractive topics and interest. Thus current study sought to examine the impact of knowledge management, innovation and performance of manufacturing and trading companies in the Guilan province based on causal model. Method of this research is descriptive - analytically and in term of objective is considered applied. Statistical population of this research includes manufacturing and trading companies in Guilan province. Sampling method is simple random that 103 companies is selected for sample. Data collection method is field and the questionnaire used as the data collection tole. Content validity is used for validity of the questionnaire and Cronbach's alpha coefficient is used to determine reliability. The structural equation modeling technique was used to test he research hypotheses that finally all hypotheses were confirmed except for the sixth hypothesis.

Knowledge sharing capability has been labeled as one of the most important segments in the field of knowledge management (KM). Also, there is little empirical evidence to indicate how firms value the richness of knowledge sharing and their business performance. This research aims to investigate the impact of knowledge sharing enablers on knowledge sharing capability, and firm performance mediated by innovation capability. A theoretical model was proposed and tested using structural equation modeling (SEM). Results confirm the proposed model, and SEM analysis indicates that knowledge sharing enablers (i.e. enjoyment in helping others, top management support, organizational rewards, and ICT use) have significant influence on employees’ knowledge sharing capability; while knowledge self-efficacy does not. Furthermore, the study did not find a direct relationship between knowledge sharing capability and firm performance. However, causal links were founded between knowledge sharing capability and innovation capability; and innovation capability and firm performance.

The use of knowledge management systems to support knowledge creation and sharing activities has become organizations' needs in order to stay competitive in the global open market. This is a case study that focus on how IT Shared Services Company adopted knowledge management system as a automated IT tool and the reaction of the employees with respect to the organization when the system is implemented using few strategies to cultivate knowledge creation and sharing environment and culture in the organization. Due to many unknown variables and factors, the research undertaken and presented in this papers is an exploratory study and the objectives are to analyse and investigate the outcomes from the implementation of knowledge management system in the organization. The results revealed that the uses of knowledge management system in the organization depends on the employees " task group " classifications which had been categorized based on their daily job activities, whereas for the types of incentives [6,8] provided to the employees with regards to the organization as a motivating factor to employees varies from staff who have served the organization for a number of years. The findings of this study is able to help both practitioners and researcher to build a fundamental understanding of how knowledge management system are being used by employees from different types of job category who are more likely to use knowledge management system in an IT Shared Services company. Besides organizational and people factors, KM technical features and their effect toward the success of knowledge creation and sharing are also revealed.

2017

At present the organizations of the world are moving towards an efficient knowledge based development environment. Knowledge sharing is an important tool that turns individual knowledge into group organizational knowledge. Knowledge sharing among employees is a procedure which passes skills and qualifications from one person to another to solve problems, develop new ideas, or implement policies or procedures. Future success of an organization depends on effective knowledge sharing. In this study a survey is conducted among 163 employees in different organizations on knowledge sharing. Data are collected on questionnaire survey on ‘Likert five point scale’ to measure the observed variables. Factor analysis and structure equation model are developed from collected data by SPSS 20 and AMOS 21. Research shows that knowledge sharing increases the knowledge management practice environment and efficiency of the organization. An attempt has been taken here to show that knowledge sharing inc...

░ 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.

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.

Purpose Following previous studies, knowledge-sharing (KS) processes consist of knowledge donating (KD) and knowledge collecting (KC). Within this framework, the paper investigates the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors. Design/methodology/approach The study is based on a web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables. Findings The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on knowledge donating, while the efficacy of ICT solutions is positively related to knowledge collecting. Research limitations/implications Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS. Practical implications The evidence described can help to improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS. Originality/value The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies.

Organizations seek to adopt management approaches that enable them to be effective and efficient. Therefore, gurus and researchers developed management concepts and theories to meet the organization’s environment demand and customer needs. Also, rapid technological developments have contributed to uncertainty and unpredictability in all sectors which have emphasized the importance of the ability of an organization to adapt to unexpected changes, something that is considered to be critical to achieving and maintaining a competitive advantage. Indeed, knowledge management came in this sequence to enhance organizational effectiveness and competitiveness. Indeed, some researchers (e.g. Kumar and Rose, 2012) emphasized that very little theoretical work arises studying the associations between knowledge sharing antecedents, knowledge sharing capability, innovation, and firm performance. Therefore, the current study proposed a causal linkage among such relationships.

2012

This study proposes to identify definitions for the terms Knowledge Sharing and Creation, analysing differences, similarities and the relationships between the terms. A qualitative bibliographic study was conducted using a systematic review of the literature and a directed search of the subject as data collection tools to refine the search and expand its scope. The results indicate a close relationship between the terms, but with no consensus about the definitions of these concepts due to the various applications of the terms, because of the variety of applications and understandings of Knowledge Management and the type of knowledge that is being worked with-either tacit or explicit. The study concludes that for Knowledge Management to constitute a field of study without losing an interdisciplinary essence, constant vigilance is needed in relation to the definitions of the key concepts of the field and debate should be encouraged about different translations and classifications used by researchers in the field. A model for an Integrated Knowledge Creation and Sharing Process is presented as a contribution to studies in the field.