scholarly journals KNOWLEDGE WITHHOLDING WITHIN AN ORGANIZATION: THE PSYCHOLOGICAL RESISTANCE TO KNOWLEDGE SHARING LINKING WITH TERRITORIALITY

2018 ◽  
Vol 9 (3) ◽  
pp. 94 ◽  
Author(s):  
Anupam Kumar Das ◽  
Shimul Chakraborty
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Transfer Of Knowledge ◽  
Lack Of Information ◽  
The World ◽  
Knowledge Barriers ◽  
The Difference ◽  
Territorial Behaviors ◽  
Knowledge Hiding ◽  
Efficient Transfer

The world of knowledge management consists of different terms that are flying around. Some words are more significant and frequently used than others. Knowledge sharing and knowledge transfer are sometimes measured to have overlapping content and used synonymously. The transfer of knowledge between organizational members has drawn consideration from both academia and business because company competitiveness is linked directly to the dissemination of innovation through an organization. Regardless of the efforts to increase knowledge sharing in organizations, success has been subtle. It is pretty clear that in many instances, employees are not willing to share knowledge even when organizational practices are followed to facilitate transfer. As the scope of innovation within an organization depends on the efficient transfer of knowledge between members, this paper emphases on the concept of knowledge withholding, which is known to interrupt this transfer and distinguish from related concepts (knowledge barriers, knowledge hiding). The aim of this paper is to make a contribution in finding the proper demarcations between these concepts. Firstly, to prove that knowledge sharing and knowledge withholding are separate concepts, Herzberg’s twofactor theory is used which explain the difference between them. Secondly, previous studies on knowledge management are exposed to have unnoticed knowledge withholding in courtesy of knowledge sharing, leading to a lack of information on the earlier. Thirdly, knowledge withholding is defined into two separate manners: the intentional hiding and the unintentional hoarding of knowledge. Finally, characteristics of knowledge withholding are abbreviated based on four territorial behaviors associated to employees in order to advocate areas for further study.

Techniques that facilitate knowledge hiding: perspectives of ethical dilemmas from both sides of the coin

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Abraham Cyril Issac ◽  
Rupashree Baral
Keyword(s):  
Knowledge Management ◽  
Design Methodology ◽  
Ethical Issues ◽  
Ethical Dilemmas ◽  
End User ◽  
Content Type ◽  
The World ◽  
Knowledge Hiding

Purpose This paper examines the ethical dilemmas of a multi-dimensional contributor and end-user in the world of knowledge management by underscoring the different techniques of knowledge hiding observed in practice. Design/methodology/approach We categorize the ethical issues into identity, ownership, privacy, and reputation. We also analyze the different knowledge hiding techniques organizations can use to provide privacy to their contributors. Findings To help organizations better understand how to implement knowledge hiding, we present a new typology: the Heptagon Model. Originality/value This manuscript provides a practice-oriented overview of the key knowledge hiding techniques. This overview provides the reader with an introduction to techniques used in an emerging and vital construct.

Knowledge Sharing Barriers Affecting Pharmaceutical Supply Chain Performance

2019 ◽  
pp. 269-291
Author(s):  
Anirban Ganguly ◽  
Debdeep Chatterjee ◽  
Asim Talukdar
Keyword(s):  
Knowledge Management ◽  
Supply Chain ◽  
Knowledge Sharing ◽  
Management Strategies ◽  
Primary Objective ◽  
Supply Chain Performance ◽  
Relative Importance ◽  
Pharmaceutical Supply Chain ◽  
The World

The pharmaceutical supply chain is one of the most complex supply chains in the world. The primary objective of this chapter is to analyze the role of knowledge sharing barriers in supply chain performance. The chapter will explore significant knowledge sharing barriers that might deter the performance of a pharmaceutical supply chain. This chapter is expected to provide the twofold contribution to the academicians and practitioners. Firstly, it will socialize the importance of knowledge sharing barriers and the role they can play in deterring the performance of a pharmaceutical supply chain, and secondly, the prioritized ranking of the identified knowledge sharing barriers is expected to aid the policymakers and managers to understand the relative importance of the knowledge sharing barriers and design their knowledge management strategies accordingly.

The Impact of Group Relationships on Knowledge Sharing

2008 ◽  
pp. 40-52
Author(s):  
Qiping Zhang ◽  
Vincent M. Ribiere ◽  
Thippaya Chintakovid
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Working Environment ◽  
Knowledge Management Systems ◽  
Geographically Dispersed ◽  
The World ◽  
Group Relationships ◽  
People’S Attitudes ◽  
The Impact ◽  
Globally Distributed

Organizations nowadays typically have several locations geographically dispersed around the world. Organizations distribute their resources around the world to reduce cost and remain competitive. As a consequence, globally distributed working teams are common, thereby rendering a need for knowledge sharing cross-culturally. This chapter presents a series of studies investigating the impact of cultures on how people handle knowledge management issues. It shows how in-group/out-group relationships determine people’s attitudes towards knowledge sharing in a global working environment. Findings of this project would help organizations’ executives understand better how to encourage their members to reap benefits from using the knowledge management systems.

Roles of Culture for Knowledge Sharing in Asian Virtual Teams

2015 ◽  
pp. 1-8
Author(s):  
Jinghuai She ◽  
Xi Zhang ◽  
Patricia Ordóñez de Pablos ◽  
Weiguang Wang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Virtual Organization ◽  
Critical Component ◽  
Show Evidence ◽  
The Difference

Knowledge sharing is a critical component for successful knowledge management. For multi-culture virtual teams, the difference of culture and the limitation of virtual organization make it especially harder for knowledge-sharing management. This chapter addresses the culture and structure for knowledge sharing in virtual teams. Then, the case of Asian virtual teams is studied to show evidence for the established model. Discussion focuses on managing conflict and maximizing contribution.

scholarly journals Knowledge Sharing: A Key Role in the Knowledge Management Process

2018 ◽  
Vol 6 (2) ◽  
pp. 36-40
Author(s):  
Ajiri Peter Samuel ◽  
Hillary O Odor
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Explicit Knowledge ◽  
Management Process ◽  
Knowledge Repositories ◽  
Skill Utilization ◽  
Management Processes ◽  
The Difference ◽  
Stock Of Knowledge

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.

Roles of Culture for Knowledge Sharing in Asian Virtual Teams

2016 ◽  
pp. 1212-1219
Author(s):  
Jinghuai She ◽  
Xi Zhang ◽  
Patricia Ordóñez de Pablos ◽  
Weiguang Wang
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Virtual Organization ◽  
Critical Component ◽  
Show Evidence ◽  
The Difference

Knowledge sharing is a critical component for successful knowledge management. For multi-culture virtual teams, the difference of culture and the limitation of virtual organization make it especially harder for knowledge-sharing management. This chapter addresses the culture and structure for knowledge sharing in virtual teams. Then, the case of Asian virtual teams is studied to show evidence for the established model. Discussion focuses on managing conflict and maximizing contribution.

Dissecting knowledge hiding: a note on what it is and what it is not

2018 ◽  
Vol 26 (7) ◽  
pp. 20-24 ◽  
Author(s):  
Abraham Cyril Issac ◽  
Rupashree Baral
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Strategies ◽  
Critical Element ◽  
Content Type ◽  
Organizational Contexts ◽  
Organizational Behaviors ◽  
Strategic Factors ◽  
Different Dimensions ◽  
Knowledge Hiding

Purpose There are always ways of giving answers without actually giving them. This is highly visible across different organizations these days. When the emphasis is on openness and knowledge sharing, there is an equivalent construct which takes up a totally different position known as knowledge hiding. The purpose of this paper is to decipher this novel construct knowledge hiding and to understand how unique and different it is from other prominent organizational behaviors. Design/methodology/approach The paper draws from published literature on knowledge hiding research to illustrate the uniqueness of the construct within organizational contexts and possible knowledge management strategies. Findings The paper dissects the construct knowledge hiding in organizations, illustrates how different it is from other prominent organizational behaviors, identifies the strategic factors engendering knowledge hiding, and warrants the effective addressal of the same. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The most critical element in the knowledge management process is not to facilitate knowledge sharing rather prevent inherent knowledge hiding. This paper attempts to address different dimensions of knowledge hiding and how to properly understand, analyze, and master the construct of knowledge hiding for organizational benefit.

Linking knowledge management processes to innovation

2019 ◽  
Vol 43 (3) ◽  
pp. 332-349 ◽  
Author(s):  
Eduardo Kunzel Teixeira ◽  
Mirian Oliveira ◽  
Carla Curado
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Transfer Of Knowledge ◽  
Content Type ◽  
Knowledge Processes ◽  
Management Processes ◽  
Foreign Countries ◽  
The Relationship ◽  
Least Squares Techniques ◽  
Knowledge Management Processes

Purpose This paper aims to analyse the relationship between knowledge management processes and innovation (KM-IN) in Brazilian and Portuguese companies. Design/methodology/approach The tests were performed using a sequential mixed-method approach. Quantitative analysis was conducted using 341 observations from Brazilian and Portuguese companies and partial least squares techniques. Qualitative analysis was conducted using ten interviews and content analysis techniques. Findings Results showed differences between Brazilian and Portuguese companies with respect to the relationship between knowledge sharing process and innovation. Portuguese companies cope with the geographical dispersal of operations and the lack of interpersonal skills by introducing formal knowledge sharing processes. Practical implications Findings demonstrate that the transfer of knowledge processes to foreign countries may demand adjustments according to cultural traits. Specifically, the findings will be of interest to firms intending to expand their activities between Brazil and Portugal. Originality/value Although researchers have investigated the influence of the national context in many countries, country comparisons are still scarce.

scholarly journals Incubation publication model for quality improvement of scientific book: A case study of books on functional food

2019 ◽  
Vol 5 (2) ◽  
pp. 105
Author(s):  
Rahmi Lestari Helmi ◽  
Mochammad Wahyu Ghani
Keyword(s):  
Knowledge Management ◽  
Functional Food ◽  
Book Publishing ◽  
Scientific Publication ◽  
Influential Factors ◽  
Transfer Of Knowledge ◽  
Scientific Publications ◽  
Scientific Texts ◽  
Food Ingredients ◽  
Lack Of Information

Background of the study: Lack of information on functional food ingredients in book form has encouraged LIPI Press to create an incubation scheme for scientific publications that can Accelerate the process of publishing scientific texts, roommates are always constrained by the halt of creative ideas from the authors.Purpose: The concept of implementing a scientific publication incubation scheme involves the process of transfer of knowledge and learning is a complex process and involves many parties, from the stage of ideas (ideation) until the book becomes available and is worth reading by the target reader.Method: The novelty aspect of research in the context of this activity is the implementation of the book publishing scheme (scientific), thus the need to establish an appropriate model.Findings: The concept of this the model emphasizes the aspects of knowledge management and communication between actors in publications items, namely, writers, experts, and publishers (editors).Conclusion: In this case, knowledge management will identify the most influential factors in supporting the incubation modeling of book publications so that the acceleration of the publication process can be optimized.

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