Promoting Organizational Knowledge Sharing

2004 ◽  
pp. 300-321 ◽  
Author(s):  
Jack S. Cook ◽  
Laura Cook
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Knowledge ◽  
Knowledge Assets ◽  
Competitive Edge ◽  
Key Factor

This chapter examines knowledge sharing and management within an organization. More importantly, it addresses what organizations can do to promote knowledge sharing in order to gain a competitive edge. Included are the results of a survey that explores employees’ willingness to share knowledge. Today, more than ever, organizations must efficiently manage their knowledge assets in order to remain competitive. Some knowledge management (KM) initiatives have failed, while others have succeeded. A key factor associated with successfully managing knowledge is creating an environment that encourages individuals to share their knowledge.

Blurred Lines between Competitive Intelligence and Corporate Espionage

2017 ◽  
pp. 1-12
Author(s):  
Harish C. Chandan
Keyword(s):  
Emotional Intelligence ◽  
Organizational Culture ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Competitive Intelligence ◽  
Competitive Position ◽  
Competitive Edge ◽  
Weakest Link ◽  
Business Conditions ◽  
Globalized World

In today's globalized world, gathering Competitive Intelligence (CI) and using it strategically to gain a competitive edge has become a necessity. Integrating knowledge management and CI helps firms to respond quickly to changing business conditions. Organizational culture, ethics, and emotional intelligence influence knowledge sharing which enhances CI scanning. Employees, knowingly or unknowingly, can become the weakest link in a firm's efforts to protect business intelligence. There is reluctance in the organizations to address the issues of ethical and legal means to gather CI. Corporate espionage is a silent, enigmatic threat to the competitive position of firms and nations. Annual losses to corporate espionage are estimated to be US$300 Billion. A 3-step strategy of prevention, detection, and remediation helps to combat corporate espionage.

Peer knowledge sharing and organizational performance: the role of leadership support and knowledge management success

2020 ◽  
Vol 24 (10) ◽  
pp. 2455-2489
Author(s):  
Shahnawaz Muhammed ◽  
Halil Zaim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Design Methodology ◽  
Organizational Knowledge ◽  
Innovation Performance ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
Leadership Support ◽  
Sharing Behavior

Purpose This study aims to focus on a particular type of intra-organizational knowledge sharing that is referred to as peer knowledge sharing. This paper examines how peer knowledge sharing impacts firms’ financial and innovation performance, and the mechanism through which such a relationship is realized. The study also evaluates the extent to which leadership support acts as a key antecedent to peer knowledge sharing. Design/methodology/approach Drawing on social capital theory and a knowledge-based view of firms, a theoretical model and related hypotheses are presented for testing. A survey design methodology is used to collect data and test the model. Structural equation modeling is used to test the hypothesized relationships based on data collected from 330 knowledge workers in various service-based organizations in Turkey. Findings The results indicate that the extent of employees’ engagement in knowledge sharing behavior with their peers and their managers’ leadership support exert a positive impact on organizations’ knowledge management success, which, in turn, can affect organizations’ innovation performance positively and, subsequently, their financial performance. Leadership support of the immediate manager is found to be an important factor that contributes to the respondent’s peer knowledge sharing behavior. The proposed model’s invariance testing between male and female respondents revealed that peer knowledge sharing’s contribution to knowledge management success may be different in the two groups. Research limitations/implications This study contributes to extant research on knowledge sharing by specifically focusing on peer knowledge sharing and reinforcing leadership support’s importance on knowledge sharing. The study also highlights the importance of knowledge management success as an important mediator necessary for linking individual knowledge management behaviors, such as peer knowledge sharing, with organizational performance. Originality/value Knowledge sharing is a topic of continuing interest for organizational researchers, yet limited empirical research has been conducted that links individual-level, intra-organizational knowledge sharing to organizational performance. This study examines this linkage and provides empirical support for this relationship, while simultaneously pointing to an important type of knowledge sharing that occurs within organizations, referred to as peer knowledge sharing.

scholarly journals A study on the perception of POKM as the organizational knowledge sharing enabler

VINE ◽  
2015 ◽  
Vol 45 (2) ◽  
pp. 292-318 ◽  
Author(s):  
Siew Hoong Angela Lee ◽  
Tong-Ming Lim
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
User Satisfaction ◽  
Knowledge Workers ◽  
Research Result ◽  
Organizational Knowledge ◽  
Preliminary Review ◽  
Research Activity ◽  
Content Type ◽  
Business Goals

Purpose – The purpose of this study is to investigate the perception of knowledge workers on practice of knowledge management (POKM) as an organizational knowledge sharing enabler in an information technology shared services company to understand issues faced and provide recommendations on different technological characteristics of the system. Design/methodology/approach – The initial stage of the research involved a preliminary review of the existing knowledge management-related documents. This was followed by a top management interview to understand the organization’s business goals and knowledge management (KM) expectations. A total of 70 knowledge workers took part in the research activity. Twenty-five participants from nine departments took part in the preliminary interview, and 52 successful survey forms were collected from a total of 70 respondents. The entire investigation took close to nine months. Data compilation and research result analysis took about three months to complete. Findings – The outcomes of the research show that the quality of POKM is stable, easy to use and organization of the content is rated as good. However, POKM has poor response time and search capability. The content is found to be difficult to locate in the POKM but most participants agree that knowledge stored in the POKM is helpful, can be accessed anytime and anywhere and useful for their day-to-day job. As for the user interface, POKM is not very pleasant to use with a weak set of functions and features. For user satisfaction toward POKM, it is shown that users are not satisfied with the efficiency and effectiveness of the systems. However, employees generally are satisfied with the ease of access, download and reuse of knowledge contains in POKM. In term of perceived POKM benefits, users agree that POKM is an enabler for acquiring new knowledge and innovative ideas, managing and storing knowledge and accomplishing tasks more efficiently. Lastly, knowledge users agree that POKM functions enable knowledge networking, sharing and creation in the organization. Originality/value – POKM was launched and implemented for close to 10 years; however, the organization has failed to achieve some of the goals such as knowledge sharing among employees, creation of new skills and knowledge, measuring knowledge sharing activities and knowledge sharing strategy. The importance of this study is to understand and highlight the technological perspective of POKM from the knowledge workers. Findings will summarize issues faced by the case company for further action and remedy. The outcomes of the study also provide a comprehensive view and guideline to organizations who are interested to implement a KM system.

scholarly journals Maturity Level Knowledge Management System at Travelodge Batam Hotel using the Cobit 5 Framework

2020 ◽  
Vol 9 (4) ◽  
pp. 89-92
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management System ◽  
Knowledge Management System ◽  
Knowledge Level ◽  
Maturity Level ◽  
Evaluation Activity ◽  
Knowledge Assets ◽  
Framework Model ◽  
A Company

Advances in technology and science are increasing as a new challenge for companies that must manage knowledge assets for encourage the creation of knowledge management. Knowledge Management System (KMS) that already exists at a company like Travelodge Hotel Batam can run effectively, it is necessary to conduct an evaluation activity by examining how the process of managing knowledge possessed by each individual can be transferred to other individuals through the process of knowledge sharing. The study aim analyzes to find out the extent of the processes of knowledge level management found in Traveldoge Hotel Batam at the maturity level of the KMS. The Cobit 5 Framework Model used to evaluation the KMS in this company. The results of the analysis are maturity analysis ((AP07, BAI4, DSS3, DSS6, and MA01) and recommendation than expected to be an evaluation material that will have an impact on the KMS of company later

Knowledge Producers and Consumers

2011 ◽  
pp. 459-466 ◽  
Author(s):  
Atreyi Kankanhalli ◽  
Bernard C.Y. Tan ◽  
Kwok-Kee Wei
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Knowledge ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Individual Knowledge ◽  
The Individual

In a knowledge-based economy, organizations find it difficult to compete based upon the individual knowledge of a few organizational members. This provides the rationale for knowledge management wherein organizational knowledge must be shared, combined, and reused in order to enable organizations to compete more effectively. Hence, knowledge sharing is considered an essential process in knowledge management. Unfortunately, sharing is often unnatural for the parties involved in it, that is, knowledge contributors or producers and knowledge seekers or consumers. Hoarding knowledge and not accepting knowledge from others are natural tendencies that are difficult to change (Davenport & Prusak, 1998). Knowledge contributors may be inhibited from sharing their knowledge due to perceptions of loss of power, lack of time or incentives, and other barriers. Knowledge seekers may find it laborious to seek advice from others and desire to discover solutions for themselves. Therefore, it is vital to understand and foster the motivations of knowledge contributors and seekers toward participating in knowledge sharing.

Reusing the Inter-Organizational Knowledge to Support Organizational Knowledge Management Process

2010 ◽  
pp. 142-161
Author(s):  
Nelson K. Y. Leung ◽  
Sim Kim Lau ◽  
Joshua Fan
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Practice ◽  
Organizational Knowledge ◽  
Knowledge Network ◽  
Management Process ◽  
Business Networks ◽  
Knowledge Management Practice ◽  
Organizational Boundaries ◽  
Management Approaches

Various types of Knowledge Management approaches have been developed that only focus on managing organizational knowledge. These approaches are inadequate because employees often need to access knowledge from external knowledge sources in order to complete their works. Therefore, a new inter-organizational Knowledge Management practice is required to enhance knowledge sharing across organizational boundaries in their business networks. In this chapter, an ontology-based Inter-organizational knowledge Network that incorporates ontology mediation is developed so that heterogeneity of knowledge semantic in the ontologies could be reconciled. The reconciled inter-organizational knowledge could be reused to support organizational Knowledge Management process semi- or automatically. The authors also investigate the application of ontology mediation that provides mechanisms of reconciling inter-organizational knowledge in the network.

Inter-organizational Knowledge Management Within an NGO Community: A Pilot Study of a Unique Knowledge Sharing Structure

2013 ◽  
Author(s):  
Shannon Lucky ◽  
Brad Albrecht ◽  
Dinesh Rathi
Keyword(s):  
Knowledge Management ◽  
Pilot Study ◽  
Knowledge Sharing ◽  
Organizational Knowledge ◽  
For Profit ◽  
For Profit Organizations

Knowledge management principles have traditionally been derived from for-profit organizations but are increasingly being utilized to support the success of non-profits organizations (NPOs). This pilot study examines the knowledge needs of a group of Alberta-based NPOs linked by a hub organization whose purpose is to facilitate knowledge sharing within this community.Les principes de gestion des connaissances sont habituellement issus des organisations à but lucratif, mais sont de plus en plus utilisés pour accroître le succès des organisations à but non lucratif (OBNL). Cette étude pilote examine les besoins en savoir d’OBNL albertaines regroupées sous une même organisation mère dont le but est la diffusion du savoir dans la collectivité. 

scholarly journals Implementasi Metode Waterfall dalam Sistem Informasi Knowledge Management untuk Digital Marketing

Infotekmesin ◽  
2021 ◽  
Vol 12 (1) ◽  
pp. 71-80
Author(s):  
Nur Chasanah ◽  
Prih Diantono Abda’u ◽  
Muhammad Nur Faiz
Keyword(s):  
Information System ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Management Information System ◽  
Digital Technology ◽  
Digital Marketing ◽  
Management Information ◽  
Knowledge Assets ◽  
Marketing Activities ◽  
Media Systems

The development of digital technology directs organizations to be able to cultivate knowledge as an asset that can help its business activities. Knowledge management is considered necessary to be implemented in organizations involving many stakeholders. The implementation of annual management needs to be implemented by involving the utilization. This research was conducted to implement knowledge management in organizations that involve many knowledge assets in the business process, especially related to digital marketing activities. The purpose of this research is to identify organizational knowledge and produce knowledge sharing media systems. This research uses waterfall method in the development of its system so that the result of this research is a knowledge management information system that facilitates knowledge sharing activities that have been identified and can facilitate users in finding data, information and knowledge that is useful in fostering innovations related to digital marketing in the organization.

Internet Enabled Corporate Knowledge Sharing and Utilization

2000 ◽  
pp. 25-41 ◽  
Author(s):  
Bidjan Tschaitschian ◽  
Andreas Abecker ◽  
Joachim Hackstein ◽  
Jamel Zakaoui
Keyword(s):  
Knowledge Management ◽  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Significant Role ◽  
Complex Problem ◽  
Knowledge Assets ◽  
Learning Capacity ◽  
Growth Of Knowledge ◽  
Computer Based ◽  
The Right

Knowledge assets and the learning capacity of an organization are the main sources of competitive advantage (Argyris & Schon, 1978; Prahalad & Hamel, 1990). Therefore, there is a growing interest in knowledge management (KM) and corporate memories (CM). The objectives of KM are to promote preservation, communication, and growth of knowledge in the organization (Steels, 1993). According to Fischer et al.(1997), the problem is to deliver the right knowledge at the right time to the right person in the right way. KM is a very complex problem that can be tackled from several viewpoints: socio-organizational, financial and economical, technical, human, legal (Barthès, 1996). A CM is a tool to support KM. Van Heijst et al. (1996) define a CM as an “explicit, disembodied, persistent representation of knowledge and information in an organization.” It is important to consider the development of a CM not only from a technical viewpoint. In this work the human and socio-organizational aspects play a significant role. We will focus on the following (complex) requirement that must be fulfilled by a computer-based CM:

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