An Event-Trigger-Rule Model for Supporting Collaborative Knowledge Sharing Among Distributed Organizations

2006 ◽  
pp. 780-791
Author(s):  
Minsoo Lee ◽  
Stanley Y. W. Su ◽  
Herman Lam
Keyword(s):  
Knowledge Sharing ◽  
Rule Model ◽  
Distributed Organizations ◽  
Event Trigger ◽  
Collaborative Knowledge

Disaster Mitigation through Collaborative Knowledge-Sharing Practices

2009 ◽  
pp. 163-178
Author(s):  
Richard Haigh ◽  
Dilanthi Amaratunga ◽  
Kaushal Keraminiyage ◽  
Chaminda Pathirage
Keyword(s):  
Knowledge Sharing ◽  
Disaster Mitigation ◽  
Collaborative Knowledge

Social Networking and Knowledge Sharing in Organizations

2019 ◽  
pp. 563-571 ◽  
Author(s):  
Sarabjot Kaur ◽  
Subhas Chandra Misra
Keyword(s):  
Social Networking ◽  
Knowledge Sharing ◽  
Organizational Context ◽  
Social Dynamics ◽  
Social Ties ◽  
Knowledge Sharing Behavior ◽  
Distributed Organizations ◽  
The Right ◽  
Sharing Behavior ◽  
Social Networking Tools

Knowledge sharing in organizational context is facilitated by communicative process affected by varied social dynamics. It can be a difficult process in case of distributed organizations as employees may not be aware of the right source of getting advice and expertise. In such a scenario, social networking tools provide the required functionality for such sharing and lead to better social ties among knowledge providers and seekers across the organization. The chapter brings out some factors that affect knowledge-sharing behavior in the context of organizations using social networking tools as a communicative media.

Knowledge Blogs in Firm Internal Use

2010 ◽  
pp. 769-776 ◽  
Author(s):  
Miia Kosonen ◽  
Kaisa Henttonen ◽  
Kirsimarja Blomqvist
Keyword(s):  
Knowledge Sharing ◽  
Hierarchical Structures ◽  
Knowledge Bases ◽  
Distributed Organizations ◽  
Individual Knowledge ◽  
Fast Flow ◽  
Flow Of Information

Knowledge sharing in today’s distributed organizations is a challenge. Hierarchical structures may not support the fast flow of information or the efficient co-creation of knowledge from specialized and tacit individual knowledge bases (see Grant, 1996; Miles et al., 2000; Adler, 2001). There is therefore a need to devise new patterns for leveraging dispersed knowledge within organizations and across organizational borders. In the following we explore internal company weblogs as a potential new channel for sharing knowledge and expertise.

scholarly journals Analysing the Viability of Business Networks in Multinational Organisations: A Case Study of the Aerospace and Defence Industry

2014 ◽  
Vol 13 (03) ◽  
pp. 1450023
Author(s):  
John Israilidis ◽  
Louise Cooke ◽  
Russell Lock
Keyword(s):  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Knowledge Exchange ◽  
Business Networks ◽  
Qualitative Research Methodology ◽  
Robust Network ◽  
And Performance ◽  
Collaborative Knowledge ◽  
Formal Business

This paper outlines ways of increasing the productivity and performance of organisational networks within multinational corporations. It explores their heterogeneous knowledge structures, while analysing their strengths and weaknesses. The research examines the collaborative knowledge networks of one of the largest multinational defence and aerospace organisations in the world and adopts an interpretivist philosophy, using a qualitative research methodology. This study argues that, both informal and formal business networks should be supported by management to enhance knowledge sharing between different groups within multinational organisations. It also argues that, knowledge sharing policies should be reviewed on an on-going basis in order to create a robust network of networks while acknowledging the importance of smaller and more isolated knowledge exchange communities.

Developing a collaborative knowledge sharing framework to promote English learning retention

2013 ◽  
Vol 14 (2) ◽  
pp. 121 ◽  
Author(s):  
Teeraporn Saeheaw ◽  
Bernadette Sharp ◽  
Nopasit Chakpitak ◽  
Komsak Meksamoot ◽  
Nitida Adipattaranan
Keyword(s):  
Knowledge Sharing ◽  
English Learning ◽  
Learning Retention ◽  
Collaborative Knowledge

scholarly journals Collaborative knowledge sharing in developing and evaluating a training programme for health professionals to implement a social intervention in dementia research

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Phuong Leung ◽  
Emese Csipke ◽  
Lauren Yates ◽  
Linda Birt ◽  
Martin Orrell
Keyword(s):  
Knowledge Sharing ◽  
Health Professionals ◽  
Training Programme ◽  
Social Intervention ◽  
Development Phase ◽  
Content Type ◽  
People With Dementia ◽  
Evaluation Phase ◽  
Dementia Research ◽  
Collaborative Knowledge

Purpose This study aims to explore the utility of collaborative knowledge sharing with stakeholders in developing and evaluating a training programme for health professionals to implement a social intervention in dementia research. Design/methodology/approach The programme consisted of two phases: 1) development phase guided by the Buckley and Caple’s training model and 2) evaluation phase drew on the Kirkpatrick’s evaluation model. Survey and interview data was collected from health professionals, people with dementia and their supporters who attended the training programme, delivered or participated in the intervention. Qualitative data was analysed using the framework analysis. Findings Seven health professionals participated in consultations in the development phase. In the evaluation phase, 20 intervention facilitators completed the post one-day training evaluations and three took part in the intervention interviews. Eight people with dementia and their supporters from the promoting independence in dementia feasibility study participated in focus groups interviews. The findings show that intervention facilitators were satisfied with the training programme. They learnt new knowledge and skills through an interactive learning environment and demonstrated competencies in motivating people with dementia to engage in the intervention. As a result, this training programme was feasible to train intervention facilitators. Practical implications The findings could be implemented in other research training contexts where those delivering research interventions have professional skills but do not have knowledge of the theories and protocols of a research intervention. Originality/value This study provided insights into the value of collaborative knowledge sharing between academic researchers and multiple non-academic stakeholders that generated knowledge and maximised power through building new capacities and alliances.

scholarly journals Unlocking Covid-19 knowledge sharing within North West Universities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Farag Edghiem ◽  
Xiuli Guo ◽  
Carl Bridge ◽  
Martin McAreavey
Keyword(s):  
Knowledge Sharing ◽  
Management Practice ◽  
Decision Makers ◽  
Relevant Research ◽  
Content Type ◽  
North West ◽  
Fresh Perspective ◽  
Collaborative Knowledge ◽  
Practical Implications ◽  
Current Practices

PurposeBased on initial observation, this paper aims to explore the current practices of collaborative knowledge sharing (KS) between North West Universities and highlight new avenues of future relevant research.Design/methodology/approachA netnographic observation was conducted to unveil the current practices of KS between North West Universities.FindingsThe paper concludes that there is little or no evidence of collaborative KS practices amongst North West Universities in response to the present Covid-19 transition.Practical implicationsThis paper provides useful, practical insight that may assist decision-makers to establish KS initiatives within North West Universities and beyond. A strategy is also proposed to nurture collaborative KS amongst North West Universities and within wider work-applied management practice.Originality/valueThis paper presents an unconventional conceptualisation of KS practices amid the present Covid-19 pandemic with the fresh perspective of North West England Universities.

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