Knowledge sharing:
Knowledge sharing occurs when an individual is genuinely interested to have or to give knowledge to someone then this process is successful and effective, if a person provided with wrong or vague knowledge that’s mean the knowledge sharing process is stuck over there.
Goh (2002) proposes that knowledge sharers should always share the full circumstances of a case, not selected circumstances.
Bornemann and Sammer (2003) say:
Knowledge as a resource of value creation, allows for exceptional marginal rates of productivity. This is due to the major attribute of knowledge: appreciating value with continuing use and sharing of knowledge instead of depreciating value of tangible products or natural resources (p. 21).
Hansen (2002) suggests that incomplete (partial) knowledge transfer might occur when intermediary channels are redundant since the quality of knowledge might be distorted, or less precise. No matter what individuals are apt to misunderstand, forget, filter, ignore or/and fail to pass on of the original content; nor whether this kind of withholding behavior is unintentional or deliberate, this consequently affects the overall organizational performance. This incomplete transferring of knowledge would incur a so-called knowledge depreciation or organizational forgetting (Argote, 1999).
This is also seen that people are ready to give their opinions or ideas on some issue but when they said to explain it with their own experience and observation then they become miser to tell the true thing because they don’t want to share their success tips to others.
Ellis (2001) reveals that:
Salespeople tend not to want to share hot selling tips, but they do want documentation of product solutions.
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...rs, and recorded for future reference as required. The increasing of recognition of the commercial value of employee expertise has stimulated organizations of all sizes and complexity to adopt many of the principles and concepts of knowledge management. (Debowski, 2006)
Organizational knowledge
Organizational knowledge draws on different organizational knowledge sources, including data housed in organizational records and systems. Tsoukas & Valdimirou, (2001), explicit knowledge which is documented and accessible, and tacit knowledge held by employees, customers’ shareholders and other organizational stakeholders.
Some major corporate knowledge system includes information databases, the company website, the library and archives. Debowski, (2006) figure 1.2 indicates the variety of sources which may contribute to organizational knowledge.
"In a landmark 1945 essay on "The Use of Knowledge in Society," Frederick Hayek spoke about the time we spend in on-the-job learning, and about the unique "knowledge of people, of local conditions, and of special circumstances" we each accumulate through our work" (Arthur, Defillippi, & Lindsay, 2008, p. 365). The enabling the presence and growth of knowledge workers are the technological developments of information systems to improve ideally the productivity of various tasks. Knowledge is "one of the most important driving forces for business success" (Mansour, Alhawari, Talet & Al-Jarrah, 2011, p. 684). As an IT discipline, knowledge management is experiencing a history and evolution since the early 90's. The composition of the development of knowledge management systems include
Before Information Technology, tangible property such as land, buildings, goods, equipment etc. was the most valuable asset of a business. Now economic power is in the monetization of knowledge, ideas and innovation. Work or invention which results from creativity such as a new design or manuscript gives the creator the right to apply for a patent, copyright or trademark and to benefit from their authorship of scientific, literary or artistic creations.
Zhihong, L., Zhu, T., & Fang, L. (2010, April). A study of the influence of organizational climate on knowledge-sharing behavior in IT enterprises. Journal of Computers, 5(4), 508-513.
Porter, M. and Kramer, M. 2011, ‘Creating Shared Value’, Harvard Business Review, vol. 89, no. 1, pp. 62-77, viewed 20 August 2013,
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
But what is this “knowledge”? The dictionary defines knowledge as “facts, information, and skills acquired through experience or education; the theoretical or practical understanding of a subject.”1 However, the whole idea of knowledge differs from person to person. In todays world, knowledge is of many types and is very complex and variable. The two main types of knowledge are Personal Knowledge and Shared Knowledge. Personal knowledge refers to the knowledge one acquires by acquaintance and first hand experience. It is gained through practice, personal involvement and observation and is influenced by one’s circumstances, values and interests. One’s perspective is both influenced and contributes to one’s personal knowledge. On the other hand, Shared knowledge refers to the knowledge possessed by more than one person. It is clearly structured as it is a product of many people and has been agreed upon by many people. It is also influenced by the diverse cultures present within the communities and reflects the attitude of the society towards the different areas of knowledge.
Learning capability is a resource that can become a source of sustainable competitive advantage for the Economist. Through learning management processes, it can have more related information to provide a high level of management to select and compare, and come out with more effective strategies to gain the benefits of the market. This means that appropriate investments in learning initiatives can enhance the Economists’ performance. However, not all of the resources are direct contributors. Although resources such as technology, culture and knowledge conversion are necessary for effective learning capabilities they did not impact organizational performance directly. They work in combination with and support other resources, such as knowledge acquisition and knowledge application that may contribute directly to organizational success
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
Information that is not relevant to the delivery of services should not be shared. The decision-making process Information sharing, as demonstrated above, is a policy that requires constant decision-making. Every step taken must be taken after a rigorous decision-making process. Nothing is supposed to be done haphazardly.
The company’s collaborative, cross-functional product development teams maintain powerful new product development processes that will adapt to its unique core competencies and to the needs of the market and easily commercialize new products. One of the company’s guiding principles is for its associates to make and keep their own commitments as If they were taking an oath. Along with this combination of freedom (dabble time) and resources (raw materials) produces viable new products. Allows for innovation to be an effective growth strategy and for a continuous flow of knowledge and technology that is required. And the analysis above offers evidence of W.L. Gore’s knowledge-sharing
With today’s rate of development in technology, there has also been an immense increase in global information sharing. Innovations in technology and design seem to be emerging in the market almost every month. One of the key aspects of any business is to gather, organize and efficiently apply this information. According to Antonic (2005), economic assets are fast becoming of secondary importance in the market as companies ascribe more importance to intellectual capital. With the right application of Knowledge Management methods, companies can achieve a competitive advantage through managing the immense amount of information available (Balanced Scorecard Institute, 2002).
Turning to the issues related to information handling, the definition of the information management should be mentioned. According to Hinton’s perspective (2006, p.57) the information management is “the conscious process of gathering information”. A brief overview of the presumable information sources in a high-technology company can help to outline the situation. T...
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company 's intellectual capital. Hoboken, N.J: John Wiley & Sons.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.