Motivation Problems for Knowledge Sharing: Why People would not Share Knowledge?

By Kouji Aoyama, Takanori Ugai, Akihiko Obata and Hiroaki Harada.

Published by The Organization Collection

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

We discovered motivation problems that obstruct knowledge sharing and developed a method to improve it through an ethnographic research. We tackled an organization which runs system integration projects and had difficulties of knowledge sharing. The organization held up standardization of development process as a policy. However the members ignored the policy and went their own way, so their works were inefficient. We identified four motivation problems for knowledge sharing.
We also discovered a theory of motivating people to share knowledge. When they analyze means to achieve their personal visions, they notice those means are related with their organizational policies. We built up this theory as a way to motive people to share knowledge and named it Vision-Mean Analysis. We applied the method to two different organizations. At least one of the means broken their visions down was closely related with the policy. It shows that the method works to motivate people to share knowledge.

Keywords: Knowledge Management, Organizational Learning, Motivation Theory

International Journal of Knowledge, Culture and Change Management, Volume 8, Issue 11, pp.1-8. Article: Print (Spiral Bound). Article: Electronic (PDF File; 855.900KB).

Kouji Aoyama


Takanori Ugai

Knowledge Research Center, Japan

Dr. Akihiko Obata


Hiroaki Harada



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