Purpose -The purpose of this paper is to conduct an investigation into knowledge-sharing mechanisms by empirically testing the role that context plays in the transfer of actionable knowledge, and, in turn, for innovation.Design/methodology/approach -A multiple-respondents survey was performed in 72 business units of companies belonging to the ICT, pharmaceutical and food industries in Greece. In total, 295 useful questionnaires were collected using a multiple respondent strategy. All constructs were measured with multi-item scales and validated using exploratory factor analyses. A total of seven hypotheses were generated following a literature review on the key determinants of context for effective knowledge sharing. The hypotheses were tested using ordinary least squares regression. Findings -The research shows that when units pursue knowledge transfer between their different actors, contextual factors such as trust, motivation to transfer knowledge, management support and learning orientation are crucial for fostering knowledge transfer and innovation. This contribution is important since the need for developing an organizational context where knowledge transfer and innovation flourish is constantly put forth in the business press, while the empirical and research based evidence for its importance has been scarce.Research limitations/implications -There is a research need in knowledge sharing theory to define and identify an integrated model concerning the contextual factors that enable the knowledge sharing process. Having established a firm relationship between organizational context and innovation, the research also sets a foundation for further exploring the organization-environment link in terms of leveraging organizational knowledge dynamics.Originality/value -The research is a first attempt to show that the construct ''perceived usefulness of knowledge'' is a critical proxy of knowledge transfer effectiveness, as well as to find support for its positive relation to innovation.

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Although Knowledge Management (KM) has been acknowledged as the most important resource and capability of an organisation, many academics' standpoints argue upon knowledge distinct characteristics. This paper is a critical review of KM literature and attempts to clarify different knowledge perspectives and offer a holistic picture of one of the most controversial issues to management science. We, first, build our critique on knowledge theory, explaining what knowledge is. Regarding different knowledge perspectives, such as Nonaka's, Tsoukas' and Blackler's, we attempt to clarify how knowledge interacts and is affected by their unique views. Second, we review KM theory according to the analysed knowledge perspectives. Finally, we categorise KM theory to three approaches: the cognitive, the community and the network approach, and we consider their impact to organisations

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A primary aim of knowledge management is to enable and encourage knowledge sharing among and between individuals, communities and organizational units. Resent research has extended the importance of knowledge sharing to competitiveness, arguing that the combination and sharing of knowledge within organizations provide a basis for competitive advantage. Knowledge sharing within organizations is not easily accomplished, however. A number of concepts have been advanced for analyzing such difficulties including internal ‘stickiness’, knowledge ‘glitches’ and different impediments to the transfer of lessons-learned and best practices within firms. Rare, however, are the empirical studies that have attempted to open up the black box of knowledge sharing mechanism and focus on the context where knowledge sharing takes place as well as whether it affects certain outcomes. In view of the above, this doctoral thesis is a study of Knowledge Sharing, which seeks to advance our understanding of the antecedents and consequences of knowledge sharing within organizations. Conducting Structural Equation Modeling, the results of the field study in 114 departments, which had distinct context and market orientation in ICT, Pharmaceutical and Food industries, reveal that: a) knowledge sharing context significantly influence the process of knowledge sharing, b) the characteristics of knowledge shared do not have any significant effect in the knowledge sharing process, c) employees perceive the process of knowledge sharing as effective and useful for their workflow, d) information technology has a positive influence in both knowledge sharing process and the knowledge sharing effectiveness, e) knowledge sharing effectiveness has a nonlinear association with organizational performance and f) knowledge sharing process and knowledge sharing effectiveness mediates the relationship between knowledge sharing context and organizational performance. These findings show that knowledge sharing process constitutes a critical factor for the increase of organizational performance as well as offer a more integrated and comprehensive model in the knowledge sharing theory.