Remote Knowledge Sharing and Organisational Relationships: Significance and Ambivalence

By Glenda Jacobs.

Published by The Organization Collection

Format Price
Article: Print $US10.00
Article: Electronic $US5.00

This paper examines the way knowledge sharing is understood and performed by remote service engineers. This paper builds on previous studies by examining a wider range of ways in which engineers interpret the functions and consequences of knowledge sharing systems and practices in remote work environments. In so doing it proposes an approach to understanding remote organisational relationships that reveals and explains how knowledge sharing, even while serving the interests of the employing organisation, can simultaneously function to reinforce alienation and avoidance as organisational relationship norms. The significance of the proposed approach is that while it supports studies to date that identify knowledge sharing as essentially a relationship-building activity, it also explains a wider range of relationship outcomes.

Keywords: Remote Work

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 9, pp.59-68. Article: Print (Spiral Bound). Article: Electronic (PDF File; 542.255KB).

Glenda Jacobs

Dean, Undergraduate Division, Unitec New Zealand, Auckland, New Zealand


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