Strengthening an Organizational Knowledge-Sharing Culture

2021 ◽  
pp. 237-258
Author(s):  
Jens Degn-Andersen
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Environment ◽  
Video Game ◽  
Organizational Knowledge ◽  
Content Management ◽  
Management Team ◽  
Security Policies ◽  
Shared Knowledge ◽  
Internal Security

To improve knowledge sharing at the video game company Ubisoft, the knowledge management team investigated the key elements comprising a knowledge sharing culture. A knowledge sharing culture circle outlining both enablers and barriers to effective knowledge sharing is constructed. The five enablers—the nature of knowledge, opportunities to share, motivation to share, the culture and work environment, and trust—should be supported to strengthen knowledge sharing. At the same time, the barriers hindering efficient knowledge sharing at Ubisoft—confidentiality, knowledge hoarding, competition, and lack of prioritization—must be addressed to leverage the benefits of shared knowledge. The interconnected nature of both the enablers and the barriers must be taken into account when constructing initiatives intended to strengthen a culture of knowledge sharing. Five initiatives are described: a new content management paradigm, strengthened internal job communities, redefined internal security policies, objectives and key results on knowledge sharing, and targeted training.

Using Social Networking Analysis to Facilitate Knowledge Sharing in the British Council

2009 ◽  
pp. 1905-1914
Author(s):  
Bonnie Wai-yi Cheuk
Keyword(s):  
Knowledge Management ◽  
Social Networking ◽  
Knowledge Sharing ◽  
Virtual Teams ◽  
Global Leadership ◽  
Shared Knowledge ◽  
Global Databases ◽  
Communication Practice ◽  
British Council ◽  
Km Strategy

Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as objects. Knowledge sharing was about sharing documents and information on the intranet or via global databases. Since December 2002, Dervin’s Sense-Making Methodology has been applied to manage knowledge. Knowledge is seen not as a product that can be transferred from one colleague to another but as a communication practice. This means that shared knowledge has to be interpreted and made sense of by its recipients through genuine dialogue. During this phase of KM implementation, the focus shifted to linking up colleagues and providing space for dialogue through building global communities of practice and virtual teams. This article presents an example of how we have used the theory of Social Networking Analysis as a diagnostic tool to promote knowledge sharing among our newly formed 30-people global leadership team. The three steps we have taken to carry out the exercise and its limitations also are discussed.

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.

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.

Knowledge Sharing in a Digital, Remote, and Disrupted World

2021 ◽  
pp. 17-36
Author(s):  
Dana Tessier
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Work Environment ◽  
Management Practices ◽  
Critical Element ◽  
Remote Work ◽  
Digital Repositories ◽  
Digital Environments ◽  
Knowledge Management Practices

Trust is a critical element when building knowledge management practices within an organization. For individuals and teams to share knowledge and collaborate, they must form a relationship that is based on trust. The role of trust within knowledge-sharing, and therefore collaboration and cooperation, will be discussed. In a multinational, distributed, remote work environment, colleagues will interact with content created by their peers before they interact with them, and therefore, digital repositories and content become an extension of the trust relationship between colleagues and even the organization itself. The trust required to facilitate knowledge-sharing will need to be extended to these digital environments so that the organization can maintain its competitive advantage and the benefits of effective knowledge management practices.

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. 

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.

Knowledge Producers and Consumers

2011 ◽  
pp. 867-877 ◽  
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.

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