The exchange of information among organizational employees is a vital component of the knowledge-management process. Modem information and telecommunication technology is available to support such exchanges across time and distance barriers. However, organizations investing in this type of technology often face difficulties in encouraging their employees to use the system to share their ideas. This paper elaborates on previous research, suggesting that sharing personal insights with one's co-workers may carry a cost for some individuals which may yield, at the aggregate level, a co-operation dilemma, similar to a public-good dilemma. A review of the research on different types of public-good dilemmas provides some indications of the specific interventions that may help organizations encourage the kind of social dynamics that will increase overall knowledge sharing. These interventions can be classified into three categories: interventions aimed at restructuring the pay-offs for contributing, those that try to increase efficacy perceptions, and those that make employees' sense of group identity and personal responsibility more salient.
This paper focuses on the issue of knowledge sharing, one of the key mechanisms by which knowledge transfer can take place within organizations. The aim of the paper is to identify the people management practices that will be most effective in fostering knowledge sharing. We begin with a theoretical analysis of the sociopsychological aspects of knowledge-sharing behaviour in order to identify the variables that facilitate and encourage sharing. We also include a thorough review of the research to date on knowledge sharing and related behaviours. After identifying the factors expected to influence knowledge-sharing behaviour, we then proceed to detail the key people management practices that, according to theory and research, should be most effective in fostering knowledge sharing in organizations.
Purpose -This study aims to explore the reasons why women are leaving the workplace. Are they opting out of the workforce to stay at home with their children as current media reports suggest, or are the reasons more complex as the Kaleidoscope Career Model (KCM) suggests? A second objective is to examine whether or not women's primary career motives change over time as predicted by the KCM. Lastly, the potential barriers or boundaries faced by women pursuing boundaryless careers will be identified. Design/methodology/approach -A survey was sent to 2,000 randomly selected women graduates of an international business school located in the USA. The response rate was 25 percent, or 497 women. Findings -The results revealed that 47 percent of the women surveyed had stopped working at some point in their career. Numerous reasons were cited for leaving. Only 35 percent of the women who stopped working cited rearing children as their sole reason for opting out. Sixty-two percent of the women reported that their career focus had changed. In line with the KCM predictions, mid-career women were most interested in finding balance in their lives and the desire for authenticity increased across the lifespan. Finally, 70 percent of the women who left eventually returned to work, debunking the myth that women opt out and do not return to the workforce. Our findings show that there are barriers that make it difficult to move across organizations, especially if time is taken off between jobs. Research limitations/implications -All of the respondents in this study have a graduate degree in international business; thus, the results may have limited generalizability to other populations. Nonetheless, this study provides valuable data that helps us to better understand the complexities of women's career paths. Originality/value -This study makes contributions to two different areas of career theory. First, it provides one of the first empirical tests of the KCM. In addition to showing that women are leaving companies for more complex reasons than for family reasons alone, it also shows that women's primary career motives shift over time in the manner predicted by the KCM. Second, the study contributes to the literature on boundaryless careers by showing that there are in fact barriers or boundaries faced by women attempting to pursue careers across organizations.
Organizations undergoing technology driven change must understand that technology is only one of several inter related components which drive organizational performance. A multi system perspective of organizations highlights the interdependencies between an organization's technology, structure and culture and how these affect organizational processes and behaviors. Successful technological innovations require that either the technology be designed to fit the organization's current structure and culture or that the organizational structure and culture be reshaped to fit the demands of the new technology. Thus, the desired effects of new technology are most often realized in organizations able to implement the additional changes that are required to maintain overall fit. To illustrate these issues, this paper presents a case study based on a technology driven change in a Turkish financial organization. Special attention is given to the role of organizational culture, which is often cited as the most critical factor in successful technology assimilation.
The purpose of this study was to analyze automatic teller machine (ATM) usage across the adult life span. We conducted an extensive survey of 9000 people in the Memphis and Atlanta metropolitan areas. Approximately 17% of those people responded. The survey assessed detailed demographic information, experience with technology in general, experience specifically related to ATMs, problems and dislikes with ATMs, and reasons that people do not use ATMs. The survey provided a valuable set of data. First, we have detailed information about the demographics and individual characteristics of ATM users and nonusers; importantly, these data are stratified across the adult life span. In addition, we know the likes and dislikes of ATM users and the types of problems they typically have using ATMs. Moreover, we have a detailed analysis of why adults of all ages may choose not to use ATMs. Training and design implications of these data are discussed.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.