Creating a knowledge-sharing culture among diverse business units

2003 ◽  
Vol 30 (3) ◽  
pp. 43-49 ◽  
Author(s):  
Frank Reid
Keyword(s):  
Knowledge Sharing ◽  
Business Units

Knowledge Sharing Barriers in Procurement

2015 ◽  
pp. 100-116 ◽  
Author(s):  
Irina Atkova ◽  
Marika Tuomela-Pyykkönen
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Transfer Process ◽  
Internal Resistance ◽  
Organizational Level ◽  
National Cultures ◽  
Individual Level ◽  
Business Units ◽  
The Individual ◽  
Specific Organisation

This chapter introduces knowledge management as a means to analyse the process of knowledge sharing in organisations, specifically knowledge-sharing barriers faced by companies in procurement on the level of an individual employee, as well as at the level of an organisation. It argues that at the individual level knowledge sharing process is frequently hoarded by internal resistance, lack of trust, insufficient motivation, gap in awareness and knowledge, and at the organizational level, by bureaucracy and hierarchy, paradigm incoherency, lack or organisational reciprocity, absence of common legitimate language, organisational and national cultures, competition between the business units and departments, poor communication infrastructure, and localization. The chapter does not aspire to provide a complete list of the knowledge-sharing barriers faced by the companies within procurement but instead to draw attention to the complexity and problematic of the knowledge-transfer process. Awareness of the potential knowledge-sharing barriers allows the managers and companies to proactively respond to these challenges and develop solutions for a specific organisation.

scholarly journals Introduction to the thematic file

2018 ◽  
Vol 21 (3) ◽  
pp. 12-17
Author(s):  
Karine Goglio-Primard ◽  
Claude Guittard ◽  
Thierry Burger-Helmchen
Keyword(s):  
Organizational Learning ◽  
Literature Review ◽  
Communities Of Practice ◽  
Knowledge Sharing ◽  
Know How ◽  
Business Units ◽  
Geographically Dispersed ◽  
Networks Of Practice ◽  
Informal Settings

This chapter aims at a better understanding of the dynamics leading firms to create Networks of practice (NoP) to transfer knowledge and know-how between its geographically dispersed business units. In this introduction we focus on the complementarity between communities of practice (CoP) and networks of practice (NoP) inside firms to share knowledge and consolidate organizational learning. We show that informal settings where people interact around their practices, such as CoP facilitate and consolidate knowledge sharing inside firms and enable them to create a larger network. After a literature review on CoP and NoP, the chapter will highlight the role of CoP and boundaries processes (brokers, boundary objects) in the development of NoP.

Knowledge Sharing Barriers in Procurement

2016 ◽  
pp. 1684-1701
Author(s):  
Irina Atkova ◽  
Marika Tuomela-Pyykkönen
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Transfer Process ◽  
Internal Resistance ◽  
Organizational Level ◽  
National Cultures ◽  
Individual Level ◽  
Business Units ◽  
The Individual ◽  
Specific Organisation

This chapter introduces knowledge management as a means to analyse the process of knowledge sharing in organisations, specifically knowledge-sharing barriers faced by companies in procurement on the level of an individual employee, as well as at the level of an organisation. It argues that at the individual level knowledge sharing process is frequently hoarded by internal resistance, lack of trust, insufficient motivation, gap in awareness and knowledge, and at the organizational level, by bureaucracy and hierarchy, paradigm incoherency, lack or organisational reciprocity, absence of common legitimate language, organisational and national cultures, competition between the business units and departments, poor communication infrastructure, and localization. The chapter does not aspire to provide a complete list of the knowledge-sharing barriers faced by the companies within procurement but instead to draw attention to the complexity and problematic of the knowledge-transfer process. Awareness of the potential knowledge-sharing barriers allows the managers and companies to proactively respond to these challenges and develop solutions for a specific organisation.

Knowledge Sharing: Wissen für den Pflegealltag

PADUA ◽  
2016 ◽  
Vol 11 (4) ◽  
pp. 265-267
Author(s):  
Sabine Bohnet-Joschko
Keyword(s):  
Knowledge Sharing

Zusammenfassung. Gesundheits- und Pflegeberufe gehören zu den wissensintensiven Dienstleistungsberufen, in denen einmal Erlerntes schnell an Aktualität verliert. So können klassische Fort- und Weiterbildungskonzepte die Dynamik der Wissensentwicklung in der Pflege kaum noch abbilden. Insbesondere für Führungskräfte gilt es, trotz zunehmender Arbeitsverdichtung eine Kultur des lebenslangen Lernens für Pflegende zu fördern. Das in den USA durchaus verbreitete, im deutschsprachigen Raum dagegen nahezu unbekannte Konzept «Lunch and Learn» soll hier vorgestellt werden.

Sharing With Whom? Processes in Internal and External Knowledge Sharing

2011 ◽  
Author(s):  
Katherine Giuca ◽  
John Schaubroeck ◽  
Abraham Carmeli ◽  
Roy Gelbard
Keyword(s):  
Knowledge Sharing ◽  
External Knowledge

Work-Family Conflict and Knowledge Sharing: Social Supports as Moderators

2011 ◽  
Author(s):  
Seckyoung L. Kim ◽  
Soojin Lee ◽  
Dongkyu Kim ◽  
Myungsun Kim ◽  
Eunkyung Park ◽  
...  
Keyword(s):  
Knowledge Sharing ◽  
Family Conflict ◽  
Social Supports ◽  
Work Family Conflict ◽  
Work Family

Innovation-Conducive Knowledge Sharing Survey

2011 ◽  
Author(s):  
Yong Hau ◽  
Young-Gul Kim
Keyword(s):  
Knowledge Sharing
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