Figure 2.2. Model of Organizational Trust. Adopted from “Measuring organizational trust: Cross-cultural survey and index,” by Shockley-Zalabak et al., (2003), IABC Research Foundation.
Competence
According to Shockley-Zalabak, Ellis & Cesaria (2003) competence represents the effectiveness of the organization as a whole.
The competence dimension refers to an organization’s capacity to meet the challenges of the environment through leaders, decision making and strategy. Competence refers to both the overall quality of products and efficiency of the company (Morreale & Shockley-Zalabak, 2014).
Openness and Honesty
Openness and honesty refers to the amount, accuracy, sincerity, and appropriateness of information in the organization.
The openness and honesty dimension refers how organizations communicate and solve their problems and how much they get involved in constructive disagreements. Openness and honesty are important key
According to Liao et al. (2007) knowledge sharing has an impact on the innovation. Therefore innovation will have an impact on the business performance.
Definitions of knowledge sharing
Knowledge sharing can be defined as a ‘dispersing’ the knowledge with the colleagues in the company. Hendriks (1999) pointed out that knowledge sharing is composed of two parts: “the knowledge owner externalizes the knowledge; (2) the knowledge demander internalizes the knowledge” (Yesil et al., 2013). It can be also defined as collection the knowledge of your own organization and knowledge of other organizations.
Many research studies proved that knowledge sharing has important role in the strategic management because it increases both the innovation capability and performance of the companies (Yesil et al., 2013).
Customer Relationship
To start my answer related to trust, I would like to start with few quotes that shows the power of trust like, “without trust we don’t truly collaborate, we merely coordinate or at bets cooperate. It is trust that transforms a group of people into a team “- Stephen M.R Covey
In today’s world where corporate leaders operate in an intense and complex global business environment, facing high demanding set of well-informed stakeholders, and wrestling with the latest stage of technological innovation and transformation, trust and organizational reputation are considered to be a company’s most vital assets and must be managed and handled with utmost care(Bente et al, 2012 ). Especially in organizations like the energy industry where projects are capital intensive and also prone to challenging environmental issues, corporate leaders within the energy industry are always looking for ways to impress stakeholders to invest , build trust and thus enhance their reputation within their community and the international market (Hwee Hoon Tan et al.2009).
To successfully implement valuable knowledge management, it must mimic the organization development and be an exerted effort that is “planned, organization-wide, and managed from the top, used to increase organizational effectiveness, incorporate planned interventions and behavioral science knowledge” (Avtgis, Rancer, & Liberman, 2012, p. 284). Without the incorporated strategies, knowledge management cannot be enhanced or shared. In line with my support of knowledge management, the appreciative inquiry approach to communication and organizational development is appropriate. Through appreciative inquiry, organizational stories can bring knowledge management. Scholars recognize that these stories bring value of “organizational intelligence…that organizations can utilize…to promote organizational development” (Avtgis, Rancer, & Liberman, 2012, p. 295). By selecting the appreciative inquiry approach, a focus on the organization’s success and individual moments of quality work highlight what they are “doing right.” These moments, stories and successes can be translated into emphasizing the best parts of the organization. These are the parts that need to be pulled, shared and translated into knowledge management, sharing the “best of the best” of the
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.
According to me, the claim that shared knowledge is better than personal knowledge does hold true for majority of the time because no matter how smart one person is, a group of people would always have more knowledge to contribute than one person would. Since shared knowledge is possessed by many peopl...
The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring
Devos, G., Buelens, M., & Bouckenooghe, D. (2007). Contribution of content, context, and process to understanding openness to organizational change: Two experimental simulation studies. The Journal of Social Psychology, 147(6), 607-29.
The utility of knowledge management has been debating for a long time. Knowledge is a strategic asset so it has to be managed like any critical assets of organization. In this article, the author argues that in the term "knowledge management", management is a doughnut with empty centre. Knowledge management, therefore, is primarily the business of those who actually make the dough the practitioners. Unless you are able to involve practitioners actively in the process, your ability to truly manage knowledge assets is going to remain seriously limited. The article proposes fundamental principles for effectively managing knowledge. The doughnut model of knowledge management is the key issue to be discussed in this article.
Stephen Robbins and A.J.B UBRIN think organisational behavior (OB) includes three interrelated influence and contact area of research: the behavior of the individual level, the group level and the organisational level behavior.
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.
Besides that, OB can serve managers, leaders and customers’ purposes. To begin with managers who have to expand their information about the attitude and group’s behavior to improve the organization work environment and to create a business plan to have a successful organization. First of all, managers can build a better workplace by recognizing the challenges that face any organizations because of some strategies that used in business environment. For example, one of the challenges are that having a cultural diversity in organization, so managers can build the organization with different cultures which help to encourage employee to do their job well and communicate with others in appropriate way. Secondly, managers can measure the effectiveness and efficiency; also, they can identify the strength and weakness of the organization. According to national institutes of health, Organizational effectiveness is about each individual doing everything they know how to do and doing it well (NIH, 2004). Moreover, OB offers ways that provide ways in how managers can trust their employees’ potential and using a reward system to enhance employees’ performance. OB is helping the managers on providing some strategies such as indentifying problems by searching and gathering information to have an accurate decision.
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).
Prahalad, C.K. and Hamel, G. (1990), The core competence of the corporation, Harvard Business Review, Vol.68 (3), 79–91.
(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.
For managers, the key issue regarding ability is to ensure that employees have the abilities they need to perform their jobs effectively. There are three ways to manage ability in organizations to ensure this happens; selection, placement, and training. (George & Jones, 2005)