Knowledge Sharing among Employees in Organizations

Abstract

Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21 st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has been taken to discuss techniques, barriers and benefits of knowledge sharing in organizations.Barriers are the hinder of flow of knowledge among employees in organizations. KS practices have not accomplished properly in many organizations due to possible KS barriers. Lack of trust is a significant barrier for KS in organizations. The influence of the organizational culture, lack of proper leadership, and lack of appropriate rewards in the organization are barriers of KS (Zawawi et al., 2011). Lack of communication, inequalities in status, lack of leadership and managerial direction, deficiency of sharing resources in organization, lack of formal and informal mechanisms and spaces to improve sharing activities, missing of sharing initiatives into the organization, deficiency of sharing resources, lack of proper space of KS, unwilling of sharing knowledge of highly skilled and experienced staff, and lack or an exiguity of network connections are barriers to organizational KS (Riege, 2005).Shortage of skilled personnel, finance, and information and communication technology are also barriers to KS in organizations. Most cases employees in organizations are reluctant to share knowledge among themselves because of lack of time and effort to KS, lack of motivation and credibility, fear of one's KS may lessen job security, poor evaluations by the receiving unit, differences in education levels, and lack of social network (Chiu et al.

Developing a measurement scale for organizational learning capabilities in China

“…This includes moving between different functional levels, from individual learning level to organizational learning level and vice versa Schön, 1978, 1996;Tsang, 1997;Crossan et al, 1999;Bontis et al, 2002;Crossan and Berdrow, 2003;Jacobs and Coghlan, 2005;Schilling and Kluge, 2009;Berends and Lammers, 2010;Ahern et al, 2015). Others take an applied approach, seek to elucidate what managers should do to enhance OLCs and build a learning organization (Senge, 1990;Huber, 1991;Drew and Smith, 1995;Benoit and Mackenzie, 1994;Orlando et al, 2000;Lindley and Wheeler, 2001;Moilanen, 2001;Mohaian, 2019).…”

Effect of Knowledge Sharing on Destination Competitiveness: Tourism Stakeholders Perspectives

“…By and large, knowledge is categorised into two, i.e., tacit knowledge and explicit knowledge (Curado, 2006;Dalkir, 2005;Omotayo, 2015;Nonaka, 1991;Yin & Jahanshahi, 2018). Mohajan (2019), Omotayo (2015), Tzortzaki, and Mihiotis (2012) distinguish the two categories by referring to individual and organisational knowledge as tacit and explicit knowledge, respectively. Dalkir (2005), Omotayo (2015), and Rao et al (2018) describe tacit knowledge as knowledge that is subjective and experience-based and is not expressed in words, sentences, numbers, or formulas, often because it is context-specific.…”

“…It includes theoretical approaches, problem-solving, manuals, and databases (Nonaka, 1997;Omotayo, 2015;Yin & Jahanshahi, 2018). Thus explicit knowledge is readily available and shared within organisations by stakeholders (Curado, 2006;Mohajan, 2019;Omotayo, 2015). Despite knowledge being either explicit or tacit, it is possible to convert it from one form to another, i.e., tacit to explicit and back to tacit through knowledge conversion (Nonaka, 1997;Savolainen, 2017).…”

“…Fugate, Stank, and Mentzer (2009), Paulin and Suneson (2012), and Savolainen (2017) describe knowledge sharing as the exchange of information and learning from one source to another. Likewise, Brčić and Mihelič (2015), Kim and Lee (2013), Mohajan (2019), and Rao, Yang and Yang (2018) describe knowledge sharing as a process through which experience, information, skills, and expertise are exchanged, shared and transferred among organisation members. Some of the benefits of knowledge sharing are identified as; enhancing of existing organisational business processes, introducing more efficient and effective business processes (Brčić & Mihelič, 2015;Kelleher & Levene, 2009) and promoting a collaborative and integrated approach to access and use of organisational knowledge assets (Bhojaraju, 2005).…”

Mediating Effect of Leaders’ Behaviour on Organisational Knowledge Sharing and Manufacturing Firms’ Competitiveness

“…The monetary incentives are extrinsic motivation while non-monetary incentives satisfy the internal aspiration of employees (Alfandi & Alkahsawneh, 2014). Employees are fundamental in the organisational knowledge sharing theory (Mohajan, 2019;Muhammed & Zaim, 2020) and the extent to which they perceive the organisation is willing to appreciate their knowledge sharing efforts, the more willing they will be towards engaging in knowledge sharing that would improve the firms' performance (Dzenopoljac et al, 2018). Reward and incentives have been found to predict employees' willingness to share information (Hall, 2001;Lin, 2007a;Von Krogh, 1998).…”