scholarly journals Knowledge Sharing is Knowledge Creation: An Intervention Study of Metaphors for Knowledge

2015 ◽  
Vol 2 (1) ◽  
pp. 66 ◽  
Author(s):  
Linda Greve
Keyword(s):  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Food Production ◽  
Intervention Study ◽  
Knowledge Workers ◽  
Specific Group ◽  
Epistemic Action ◽  
Mechanical Information ◽  
Production Company ◽  
Knowledge Communication

<p>Knowledge sharing and knowledge transfer are important to knowledge communication. However when groups of knowledge workers engage in knowledge communication activities, it easily turns into mere mechanical information processing despite other ambitions.</p><p>This article relates literature of knowledge communication and knowledge creation to an intervention study in a large Danish food production company. For some time a specific group of employees uttered a wish for knowledge sharing, but it never really happened. The group was observed and submitted to metaphor analysis as well as analysis of co-creation strategies. Confronted with the results, the group completely altered their approach to knowledge sharing and let it become knowledge co-creation.</p><p>The conclusions are, that knowledge is and can only be a diverse and differentiated concept, and that groups are able to embrace this complexity. Thus rather than reducing complexity and dividing knowledge into to dichotomies or hierarchies, knowledge workers should be enabled to use different strategies for knowledge sharing, -transfer and –creation depending on the task and the nature of the knowledge. However if the ambition is to have a strategy for sharing personal or tacit knowledge, the recommended approach is to co-create new knowledge by use of joint epistemic action.</p>

scholarly journals Knowledge management process, knowledge based innovation: Does academic researcher’s productivity mediate during the pandemic of covid-19?

PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0261573
Author(s):  
Fazal ur Rehman ◽  
Hishamuddin Ismail ◽  
Basheer M. Al Ghazali ◽  
Muhammad Mujtaba Asad ◽  
Muhammad Saeed Shahbaz ◽  
...  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Knowledge Workers ◽  
Management Process ◽  
Process Knowledge ◽  
Mediating Role ◽  
Knowledge Based ◽  
Academic Researchers

Drucker’s knowledge-worker productivity theory and knowledge-based view of the firm theory are widely employed in many disciplines but there is little application of these theories in knowledge-based innovation among academic researchers. Therefore, this study intends to evaluate the effects of the knowledge management process on knowledge-based innovation alongside with mediating role of Malaysian academic researchers’ productivity during the Pandemic of COVID-19. Using a random sampling technique, data was collected from 382 academic researchers. Questionnaires were self-administered and data was analyzed via Smart PLS-SEM. Knowledge management process and knowledge workers’ productivity have a positive and significant relationship with the knowledge-based innovation among academic researchers during the Pandemic of COVID-19. In addition, knowledge workers’ productivity mediates the relationship between the knowledge management process (knowledge creation, knowledge acquisition, knowledge sharing, and knowledge utilization) and knowledge-based innovation during the Pandemic of COVID-19. Results have also directed knowledge sharing as the key factor in knowledge-based innovation and a stimulating task for management discipline around the world during the Pandemic of COVID-19. This study provides interesting insights on Malaysian academic researchers’ productivity by evaluating the effects of knowledge creation, acquisition, sharing, and application on the knowledge-based innovation among academic researchers during the Pandemic of COVID-19. These useful insights would enable policymakers to develop more influential educational strategies. By assimilating the literature of defined variables, the main contribution of this study is the evaluation of knowledge creation, acquisition, sharing, and utilization into knowledge-based innovation alongside the mediating role of knowledge workers productivity in the higher education sector of Malaysia during the Pandemic of COVID-19.

Barriers to Knowledge Sharing

2010 ◽  
pp. 49-61 ◽  
Author(s):  
Keith L. Lindsey
Keyword(s):  
Decision Making ◽  
Knowledge Management ◽  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Organizational Routines ◽  
Organizational Decision Making ◽  
Comprehensive Review ◽  
Fundamental Reason

Barriers to knowledge sharing continue to thwart organizational efforts to identify knowledge, manage its flow, and effectively integrate its use in organizational decision making. These critical organizational tasks transcend departmental boundaries and, taken in whole, could be considered to comprise the fundamental reason for the existence of the organization. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. Knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these are all subject to one or more barriers to knowledge sharing. As knowledge researchers continue to work toward a better understanding of the knowledge sharing process, the fundamental characteristics of the knowledge sharing transaction remains consistent, but the barriers may be transient. This article provides a comprehensive review of the barriers to knowledge sharing that have been identified in the literature and examines the ways that personal barriers have changed since the first edition of The Encyclopedia of Knowledge Management was published. If the barriers to knowledge sharing are indeed found to be transient, then managers may be empowered to develop a set of tools that could be used to lessen the effect of multiple barriers, which could lead to much more efficient organizational routines. In this article, the process of knowledge sharing is examined by framing the knowledge sharing transaction as a form of communication in order to identify and isolate the barriers to that type of communication. Once the barriers are isolated, they can be overcome.

On Leadership, Intellectual Capital Creation and IT Governance

2011 ◽  
pp. 143-156
Author(s):  
David O’Donnell ◽  
Lin Guo
Keyword(s):  
United States ◽  
Knowledge Sharing ◽  
Intellectual Capital ◽  
Knowledge Creation ◽  
Dynamic Capabilities ◽  
It Governance ◽  
The United States ◽  
Pragmatic Argument

This chapter positions a discussion of intellectual capital, governance, IT and leadership in the context of a resource-based and dynamic capabilities view of the firm. It then discusses in very pragmatic terms how leadership may be associated with IT governance and both knowledge sharing and knowledge creation from a micro-practices perspective. The chapter then presents four vignettes on the experiences of exemplary pioneering leaders to illustrate this argument. The leaders chosen are Leif Edvinsson of Scandia in Sweden, Robert Buckman of Buckman Laboratories in the United States, Hu Gang of NCD in China, and Lars Kolind of Oticon in Denmark. The chapter concludes with the pragmatic argument that leadership matters.

Knowledge Sharing Barriers

2011 ◽  
pp. 499-506 ◽  
Author(s):  
Keith L. Lindsey
Keyword(s):  
Knowledge Sharing ◽  
Knowledge Workers ◽  
Business Practices ◽  
The People ◽  
Organizational Function

To ensure continued existence, an organization must develop ways to share the knowledge that is possessed within that organization with the people who need, or who will need, that knowledge. This critical organizational task transcends departmental boundaries and is a necessary element for the maintenance of every organizational function. Improving the efficiency of knowledge sharing is a highly desirable goal because it offers a promise of compounded returns as the organization works harder and smarter. As business practices have developed over the last few decades, knowledge workers have developed a variety of mechanisms and routines to share knowledge, but these have not yet been well studied. Specifically, the barriers to knowledge sharing remain somewhat elusive.

Identifying the Influential Factors of Knowledge Sharing in E-Learning 2.0 Systems

2020 ◽  
pp. 603-622
Author(s):  
Bing Wu
Keyword(s):  
Organizational Climate ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Self Efficacy ◽  
Structural Equation ◽  
Success Factors ◽  
Influential Factors ◽  
Perceived Usefulness ◽  
Positive Effects ◽  
E Learning

As the E-Learning 2.0 system is a tool to help members manage knowledge in an effective way, this study attempts to verify the constructs of knowledge creation self-efficacy, subjective norms, perceived usefulness, organizational climate, attitudes toward knowledge sharing and the intention to engage in knowledge sharing. A sample of 284 participants from companies in China that have already implemented E-Learning 2.0 systems participated in this study. Structural equation modeling is conducted to test the research hypotheses. Research results show that (1) Knowledge creation self-efficacy, perceived usefulness and organizational climates are found to have positive effects on the intentions toward knowledge sharing in E-Learning 2.0 systems; (2) Meanwhile, system success factors of communication quality and service quality are suggested to influence the perceived usefulness of E-Learning 2.0 systems; (3) As we expected, the intentions toward knowledge sharing in E-Learning 2.0 have positive effects on knowledge-sharing behavior. Therefore, by highlighting the role of the organizational climate, the findings of current research provide practical insights for understanding how organizations should reinforce fairness, innovativeness and affiliation to create a climate of reciprocity.

Supporting Knowledge Creation

2011 ◽  
pp. 217-224
Author(s):  
I. T. Hawryszkiewycz
Keyword(s):  
Organizational Culture ◽  
Knowledge Sharing ◽  
Knowledge Creation ◽  
Support Systems ◽  
Computer Support ◽  
The Way

The chapter identifies the three major components of knowledge sharing and creation within enterprises as a combination of place, community and process. The way these are combined will depend on the particular goal and enterprise structure. The chapter then claims that computer support systems must provide user driven methods to easily integrate these components to fit in with organizational culture and knowledge goal. It then describes a way to provide this kind of environment.

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