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.
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.
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
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,
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
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
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.
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
(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.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
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.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
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...