Effective Knowledge Management (KM) processes can help organizations to improve performances and increase innovation. The implementation of managerial practices that are encouraging to effective sharing of knowledge/expertise is fundamental to KM success.
This paper investigates the role of organization as facilitator to effective processes of knowledge sharing by adopting practical managerial provisions to enhance this activity. It concludes that effective knowledge sharing process needs to be supported by a number of different moderators that are prerequisite to success of this activity.
Findings of the recent investigation involving five multinational knowledge intensive organizations are presented and discussed to identify the contributing evidential factors to the process of knowledge sharing. A conceptual model or framework that reflects the current thinking and ideas in the field, by specifying how these factors can contribute to the willingness of the employees to participate effectively in knowledge sharing processes is developed.
This paper aims to create awareness and encourage application of managerial provisions that are supportive to effective knowledge sharing within organizations, and to act as an agent of change to improve performances and create sustainable competitive advantages.
|Keywords:||Knowledge Sharing, Tacit Knowledge, Intention to Knowledge Sharing, Sustainable Competitive Advantage, Communities of Practice|
PhD Research Student, Department of Management Learning and Leadership, Lancaster University, Lancaster, Lancashire, UK
There are currently no reviews of this product.Write a Review