Sharing knowledge: contextualising socio‐technical thinking and practice

Abstract

Purpose – The purpose of this research is to present the empirical findings from a case study in knowledge sharing with the aim of understanding knowledge sharing in a strategic context through a socio‐technical approach. Design/methodology/approach – Knowledge sharing facilitators and barriers were examined in a UK owned multinational engineering organisation. A total of 20 semi‐structured interviews were conducted and analysed using a combination of matrix and template analysis. Findings – The paper highlights leadership, organisational, and individual factors that are perceived to impact knowledge sharing. Furthermore, three sub‐factors: trust, individual motivation and geographical location, are discussed as double‐edged factors, i.e. their impact on knowledge sharing is complex in that they may act as both barriers and enablers. Research limitations/implications – The main limitation of this study is that it is conducted in a single organisational context. A second case study is currently being analysed to explore knowledge sharing in a different context within the same organisation. Practical implications – A balanced approach to knowledge management practices is emphasised where both technical and social aspects are taken into account. Originality/value – This paper provides important contributions. First, it emphasises the impact of strategic change on knowledge sharing as one aspect of the organisational knowledge management. Second, it frames knowledge sharing within a socio‐technical approach. Third, it provides us with empirical evidence through our use of case study in an organisational setting.

Specyfika Zarządzania Kryzysowego Na Poziomie Wojewódzkim – Podstawy

“…S. Kim i H. Lee wykazali, że stosowanie sytemu wynagrodzeń uzależnionego od osiąganych wyników przyczynia się do zwiększonego poziomu dzielenia się wiedzą 24 . Należy jednak wskazać wyniki badań, które nie potwierdziły istotnej zależności zewnętrznych motywacji (nagród opartych na osiąganych wynikach) z intensywnością dzielenia się wiedzą 25 . W odniesieniu do uwarunkowań technologicznych można wskazać wyniki analiz potwierdzających, że stosowanie technologii komunikacyjno-informacyjnych ułatwia kodyfikację, integrację i upowszechnianie wiedzy organizacyjnej 26 .…”

“…Badania te zrealizowano w drugiej połowie 2013 r. Wykorzystaną meto- 25 . Przedstawiciele badanych przedsiębiorstw odnosili się do stwierdzeń charakteryzujących stopień zaawansowania poszczególnych praktyk w siedmiostopniowej skali Likerta.…”

New Product Development Failure in Osm Malaysia

“…However, the author also did not deny that, some multinational corporation used to have 50 members in the project management team to handle big project which involves various countries (Roper & Phillips, 2007). Furthermore, (Sondergaard, et al, 2007) mentioned that these practices become part of the organization should encourage the engineers to involve in the new product development and incorporate their knowledge into the project management. Furthermore, the researcher also referred to Prust (2001) in his research stating the importance of developing a close relationship between team members in the team to achieve the project objectives.…”

“…According to Sondergaard, et al, (2007, there has been increasing interest in the topic of knowledge and most recent research identified the importance of knowledge in the organization. Furthermore, the researcher emphases the importance of having technical experts in the organization to provide expert advice, when it is required.…”

Conceptual Framework of Organisational Factors on Explicit and Tacit Knowledge Sharing

“…2.1.6. Leadership: Leadership is a relevant factor influencing knowledge sharing [33]. Reference [34] discussed the role of leadership in encouraging and nurturing the knowledge sharing behavior.…”