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

scholarly journals Informal Network Structure and Knowledge Sharing in Organizations: An Empirical Study of a Korean Paint Manufacturing Company

2021 ◽  
Vol 11 (2) ◽  
pp. 52
Author(s):  
Woojin Yoon ◽  
Jaeyun Jeong ◽  
Kyoungwon Park
Keyword(s):  
Social Networks ◽  
Knowledge Sharing ◽  
Network Size ◽  
Weak Ties ◽  
Strong Ties ◽  
External Knowledge ◽  
Final Sample ◽  
Manufacturing Company ◽  
Network Strength ◽  
Relationship Of

This study investigates the potentially different roles of informal social networks in promoting knowledge sharing. Specifically, it aims to examine the effects of the focal subgroup’s between-subgroup network size and strength on knowledge sharing with other subgroups and the moderating effect of within-subgroup network strength on the relationship of between-subgroup network size to knowledge sharing. Two different online surveys were conducted to assess social networks and knowledge sharing at a paint manufacturing company located in Gyeonggi Province, South Korea. The final sample consisted of 536 employees in 58 teams. The team-level regression results showed that the focal subgroup’s between-subgroup network strength has a significant effect on knowledge sharing with other subgroups, indicating that strong ties among subgroups are more advantageous to external knowledge sharing than weak ties. The results also demonstrated that the focal subgroup’s within-subgroup network strength negatively moderates the effect of its between-subgroup network size on knowledge sharing, indicating that higher levels of between-subgroup network size are positively related to external knowledge sharing when within-subgroup network strength is weak and negatively when within-subgroup network strength is strong. The study’s findings suggest that strong ties among subgroups and weak ties among subgroup members are advantageous to external knowledge sharing.

scholarly journals External knowledge sharing and radical innovation: the downsides of uncontrolled openness

2018 ◽  
Vol 22 (5) ◽  
pp. 1104-1123 ◽  
Author(s):  
Paavo Ritala ◽  
Kenneth Husted ◽  
Heidi Olander ◽  
Snejina Michailova
Keyword(s):  
Knowledge Sharing ◽  
Structural Equation ◽  
Strong Support ◽  
Radical Innovation ◽  
Equation Model ◽  
Innovation Performance ◽  
Incremental Innovation ◽  
Content Type ◽  
External Knowledge ◽  
Knowledge Leakage

Purpose Inter-firm collaborative innovation typically requires knowledge sharing among individuals employed by collaborating firms. However, it is also associated with considerable risks, especially if the knowledge sharing process is not handled using proper judgment. Such risks have been acknowledged in the literature, but the underlying empirical evidence remains unclear. This study aims to examine how sharing of business-critical knowledge with external collaboration partners affects firm’s innovation performance. Design/methodology/approach The authors develop a mediating model and hypotheses predicting that the uncontrolled sharing of knowledge leads to accidental knowledge leakage, which, in turn, hinders particularly firm’s radical innovation performance. The authors test the model by using a survey of 150 technology-intensive firms in Finland and a partial least squares structural equation model. The mediating model is tested with incremental and radical innovation performance, and the authors control for firm size, age, R&D intensity and industry. Findings The authors find strong support for the model in that uncontrolled external knowledge sharing leads to accidental knowledge leaking and to lower radical innovation performance. The same results are not found for incremental innovation, implying that uncontrolled knowledge leakage is especially detrimental to radical innovation. Originality/value These findings help in better understanding some of the downsides of too much openness and lack of judgment about knowledge sharing beyond the boundaries of the firm. Thus, firms pursuing radical innovation should carefully guide their employees with regard to what knowledge they share, to what extent they share it and with whom they share it.

External knowledge: sharing and transfer for outsourcing relationships

2008 ◽  
Vol 2 (2) ◽  
pp. 196 ◽  
Author(s):  
Pekka Kess ◽  
Kongkiti Phusavat ◽  
Margit Torkko ◽  
Josu Takala
Keyword(s):  
Knowledge Sharing ◽  
External Knowledge

scholarly journals Disaggregating the headquarters: implications for overseas R&D subsidiaries’ reporting and the subsidiaries’ knowledge-sharing patterns

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Kazuhiro Asakawa
Keyword(s):  
Knowledge Sharing ◽  
Multinational Corporations ◽  
Top Management ◽  
External Knowledge ◽  
Sharing Patterns ◽  
Different Parts ◽  
Internal Knowledge ◽  
Reporting Relationships

Abstract This study explores the relations between the different parts of headquarters (HQ) to which subsidiaries report and the knowledge-sharing patterns of subsidiaries in multinational corporations (MNCs). Despite the growing interest in the disaggregation of HQ, little is known about how subsidiaries’ reporting relationships with different parts of HQ are associated with the knowledge-sharing patterns of subsidiaries. Based on this motivation, we disaggregated HQ into different parts, i.e., corporate R&D HQ, top management, divisional HQ, and regional HQ, and explored how knowledge-sharing patterns of overseas R&D subsidiaries vary according to the different parts of the HQ to which they report. We found that subsidiaries reporting to corporate R&D HQ show the highest level of external knowledge sharing (EKS), while those reporting to divisional HQ show the lowest level; in addition, subsidiaries reporting to top management show the highest level of internal knowledge sharing (IKS), while those reporting to regional HQ show the lowest level. The study implies that the knowledge-sharing patterns of overseas R&D subsidiaries in MNCs cannot be fully understood without examining the subsidiaries’ reporting relationships with differing parts of the HQ.

A taxonomy of individual learning benefits from external knowledge-sharing meetings

1991 ◽  
Vol 2 (1) ◽  
pp. 37-52 ◽  
Author(s):  
Charles M. Vance ◽  
David M. Boje ◽  
Mark E. Mendenhall ◽  
H. Richard Kropp
Keyword(s):  
Knowledge Sharing ◽  
Individual Learning ◽  
External Knowledge

Knowledge sharing through enterprise social network (ESN) systems: motivational drivers and their impact on employees’ productivity

2018 ◽  
Vol 22 (2) ◽  
pp. 362-383 ◽  
Author(s):  
Mohamed Gamal Aboelmaged
Keyword(s):  
Social Network ◽  
Knowledge Sharing ◽  
Structural Equation ◽  
Wide Spectrum ◽  
Employee Productivity ◽  
Content Type ◽  
External Knowledge ◽  
Motivational Influence ◽  
The Impact ◽  
Enterprise Social Network

Purpose This study aims to predict the impact of utilitarian and hedonic motivations on using enterprise social network (ESN) systems for sharing internal and external knowledge, as well as their effects on employee productivity. Design/methodology/approach Responses of 115 ESN system users from a wide spectrum of firms have been validated and analysed by means of structural equation modelling using partial least squires (PLS-SEM) method. Findings The results indicate that using ESN to share internal and external knowledge has a positive significant impact on employee productivity. Surprisingly, empirical analysis reveals that using ESN tends to be significantly influenced by hedonic rather than utilitarian motivations. Originality/value The study is an early empirical attempt that examines using ESN for knowledge sharing, emphasizing its upstream motivational influence and downstream business impact. It also offers managers and ESN vendors a frame of reference to maximize the use of ESN in the workplace to boost employees’ productivity within various contexts.

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.

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