1.0 INTRODUCTION
This chapter aims to clarify two important issues about the research study. Firstly, it provides an overview of the research background and explains the purpose and the rationale of the study. Secondly, the objectives of the study are defined and these are followed by approach and research setting. The chapter ends with an indication of the structure of this study.
1.1 RESEARCH OVERVIEW
Literature of this topic indicates that there is no specific definition for knowledge sharing. Most of the researchers defined knowledge sharing based on their own point of view. Davenport and Prusak (1998) define knowledge management as a process that support knowledge collection, sharing and dissemination. Knowledge sharing in the same studies defined as process that involves exchanging knowledge between individuals and groups. Alavi and Leider (2001) defined knowledge sharing as the process of disseminating knowledge throughout the organization.
Collins (1993) says knowledge is difficult to be appropriated but crucial for Knowledge Management effectiveness. For an example, policies of a company will be effective through individual’s interpretation. Researcher also mentioned voluntary participation from experienced employees for work related tasks easily explained to other employees and at this time learning will take place in the organization.
Lee and Ahn (2005) found an effective knowledge flow among employees across the organization. However, limited knowledge sharing become barrier when address about importance of knowledge management. Lee and Ahn (2005) also said a key reason for lack of knowledge management possibility was the unwillingness of employees to share their knowledge effectively with their peers. A similar view...
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..., N.J.: Pearson/Prentice Hall
Ruggles, R. (1998), “The state of the notion: knowledge management in practice”, California Management Review, Vol. 40 No. 3, pp. 80-9.
Sabherwal, R., and Sabherwal, S.(2005) Knowledge Management Using Information Technology: Determinants of Short-Term Impact on Firm Value. Decisiom Science, Vol.36, No.4, pp.531-567.
Slack, N., Chambers, S., and Johnston, R. (2004). Operations Management (4th ed.).Upper Saddle River, NJ: Prentice Hall.
Wu, Zhu, W. (2012), “An integrated theoretical model for determinants of knowledge sharing behaviors”.Hefei University of Technology,China, Vol.41, No.10, pp. 1462-1482.
Van den Hooff, B., and de Ridder, J.A. (2004). Knowledge sharing in context : the influence of organizational commitment, communication climate and CMC use on knowledge sharing. Journal of Knowledge Management, Vol.8, No.6, pp.117-130.
Vonderembse, M.A. & White, G. P. (2013). Operations Management. San Diego, Ca: Bridgepoint Education, Inc.
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).
2.) Russell, Roberta S., and Taylor, Bernard W., Operations Management, 4th Edition, ch. 11, pg. 511-535.
Russell, R. S., & Taylor, B. W. (2011). Operations Management: Creating Value Along The Supply Chain. (7th ed.). Hoboken, NJ: John Wiley and Sons, Inc.
In response to the question set, I will go into detail of the study, consisting of the background, main hypotheses, as well the aims, procedure and results gathered from the study; explaining the four research methods chosen to investigate, furthering into the three methods actually tested.
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.
Slack, N., Chambers, S., Johnston, R., Betts, A.,(2009). Operations and process management: Second edition. Harlow: Pearson Education Limited
Knowledge management is a set of proactive activities to support the organization in the creation, absorption and diffusion of knowledge and its application. Knowledge management is continuing to understand the knowledge needs of the organization process, and place of knowledge, and how to improve knowledge.
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).
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.
Slack, N., Johnston, R. and Brandon-Jones, A. (2011).Essentials of operations management. 1st ed. Harlow, England: Financial Times Prentice Hall.
...ceive a large cash bonus or other substantial prizes, however some researchers disagree that the Extrinsic Rewards is the best and final way to end the sick leave pandemic that is currently hitting Australian businesses. Many scholars and practitioners claim that motivational influences can assist successful knowledge sharing. Based on a survey of 172 employees from 50 large organisations, this study applies the structural equation modeling approach to investigate the research model (Lin, 2012, p. 26). The results showed that motivational aspects such as shared benefits, knowledge self-efficacy, and pleasure in helping others were significantly associated with employee knowledge sharing stances and purposes. However, predictable organisational rewards did not considerably affect employee attitudes and performance aims regarding knowledge sharing (Lin, 2012, p. 26).