Exploring Knowledge Sharing in Social Structures: Potential Contributions to an Overall Knowledge Management Strategy

2009 ◽  
Vol 11 (3) ◽  
pp. 290-306 ◽  
Author(s):  
Selena S. Blankenship ◽  
Wendy E. A. Ruona
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Social Structures ◽  
Knowledge Management Strategy

scholarly journals Developing an intranet towards knowledge sharing: A practitioner-based inquiry

2008 ◽  
Vol 10 (1) ◽  
Author(s):  
U. R. Averweg
Keyword(s):  
South Africa ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Mixed Methodology ◽  
Knowledge Management Strategy ◽  
Technology Infrastructure ◽  
Large Organization ◽  
Use Of Knowledge ◽  
Selection Of

The intranet is a common feature in many organizations. With the increasing use of a technology infrastructure in organizations, there is a continued challenge for employees in an organization to contribute their knowledge willingly and to make use of knowledge sharing with other employees. Intranets are well-suited for use as a strategic tool in knowledge sharing due to their ability to support the distribution, connectivity and publishing of data and information. Intranets should be seen as integral to an organization’s knowledge management strategy and should be tailored to suit and enhance an organization’s knowledge-sharing activities. The question arises: To what extent does an organization’s existing intranet facilitate knowledge sharing? From a practitioner-based inquiry perspective, this question was explored by the selection of a large organization – eThekwini Municipality, Durban, South Africa – as the field of application. Derived from a mixed methodology approach, the results of a survey are presented. It is suggested that encouragement be given for more practitioner-based inquiry research.

scholarly journals Knowledge Sharing and Barriers in Organizations

2017 ◽  
Vol 1 (4) ◽  
pp. 32-41
Author(s):  
Saravanan Nadason ◽  
Ram Al-Jaffri Saad ◽  
Aidi Ahmi
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Return On Investment ◽  
Management Strategy ◽  
Knowledge Management Strategy ◽  
Organizational Barriers ◽  
Literature Reviews ◽  
Major Factors ◽  
Positive Return ◽  
Culture Technology

The purpose of this paper is to understand the barriers that give impact towards the knowledge sharing between individuals in organizations. Knowledge sharing became the significant part of many organizations’ knowledge-management strategy. Even though the knowledge sharing is signifying practice for organizations’ competitiveness directly and market performance indirectly, several barriers make it difficult for knowledge management to achieve the goals and deliver a positive return on investment (ROI). The barriers were identified through few literature reviews. The findings of previous studies revealed that there are so many factors that are affecting the knowledge sharing in organizations. This paper provides the review of major factors that influence knowledge sharing in organizations which are the individuals, culture, technology and organizational barriers.

Knowledge Management Strategy Implementation Through Knowledge Ambassadors

2019 ◽  
pp. 193-211 ◽  
Author(s):  
Annabeth Aagaard
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Management Strategies ◽  
Active Role ◽  
Vital Role ◽  
Knowledge Management Strategy ◽  
Management Tools ◽  
Geographically Dispersed ◽  
Effective Integration

The aim of this chapter is to explore and explain how knowledge management strategies are implemented effectively across divisions through the application of change agents in the shape of so-called “knowledge ambassadors.” Knowledge ambassadors can play an active role in supporting knowledge sharing and effective integration of knowledge management strategies. The chapter is based on a three-year longitudinal participative case study of the implementation of a knowledge management strategy across an organization and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices, and in developing a knowledge culture within the organization.

The Impact of Informal Networks on Knowledge Management Strategy

2004 ◽  
pp. 1-21 ◽  
Author(s):  
Tony Jewels ◽  
Alan Underwood
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Communication Networks ◽  
Management Strategy ◽  
Management Policy ◽  
Application Service Provider ◽  
Informal Networks ◽  
Knowledge Management Strategy ◽  
Informal Knowledge ◽  
Formal Strategy

The application of a knowledge management strategy does not take place in a vacuum. Successfully meeting objectives of a knowledge management strategy may depend not only on the efficacy of the strategy itself or of the team that is responsible for its implementation, but also on the environment into which it is being introduced. Research carried out with an application service provider (ASP) indicates that existing informal communication networks will continue to operate independently of any formal strategy introduced. The significance of informal knowledge sharing activity may be in its incompatibility, or possible conflict, with any formal structures that are introduced. The success of any formally instigated knowledge management strategy might therefore depend on an understanding of the existence and nature of already active informal knowledge sharing structures. It is important for management to recognize the existence of such informal networks and to understand how they might affect the success of any formally introduced knowledge management strategy. In this paper the existence and reasons for informal networks and their subsequent effects on formal knowledge management policy are examined.

Effective Implementation of Knowledge Management Strategies and the Key Roles of Knowledge Ambassadors in Strategy Integration

2013 ◽  
Vol 9 (3) ◽  
pp. 31-46 ◽  
Author(s):  
Annabeth Aagaard
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategy ◽  
Management Strategies ◽  
Success Factor ◽  
Knowledge Management Strategy ◽  
Effective Implementation ◽  
Geographically Dispersed ◽  
Strategy Integration ◽  
Effective Integration

The purpose of this study is to examine how knowledge management strategies can be implemented effectively across divisions and what role change agents in the shape of so called ‘knowledge ambassadors’ can play in actively supporting knowledge sharing and effective integration of knowledge management strategies. Through a three year longitudinal participative case study the implementation of a knowledge management strategy is examined within the Danish Road Directorate and its seven geographically dispersed divisions. The results of the study reveal different steps and key activities in effective implementation of a knowledge management strategy and how knowledge ambassadors play a vital role in effective integration of knowledge management tools, continuous support of knowledge sharing practices and in developing a knowledge culture within the organisation. The contributions of this paper lie in the participative and longitudinal examination of effective knowledge management strategy implementation across geographically dispersed divisions and the introduction of knowledge ambassadors as a key success factor in knowledge management strategy integration.

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