Toward a Receiver-Based Theory of Knowledge Sharing

Abstract

Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments. Careful consideration by sharers of receivers’ knowledge needs and behaviours may improve the effectiveness of knowledge sharing. This research examines how sharers react to their perceptions of receivers’ knowledge needs and behaviours when making choices relating to sharing knowledge. The focus of this article is to propose and empirically explore a theoretical framework for a study of the role of the receiver in knowledge sharing — receiver-based theory. Data collected from two case studies highlight a key role played by perceived receiver knowledge needs and behaviours in shaping sharer choices when explicit knowledge is shared. A set of receiver influences on knowledge sharing is provided that highlights key receiver and sharer issues. The paper concludes that companies should develop better ways to connect potential sharers with receivers’ real knowledge needs. Further, the findings suggest that sharing on a need-to-know basis hinders change in organisational power structures, and prevents the integration of isolated pockets of knowledge that may yield new value.

How does rapport impact knowledge transfer from older to younger employees? The moderating role of supportive climate

“…As such, often being newcomers to organizations, younger employees place a much higher emphasis on proactive behavior in the process of KTOYE through which they gain more knowledge for a remedy for psychological uncertainty (Li et al, 2011 ; Peng et al, 2020 ). It has been previously observed that the knowledge-based behaviors of recipients form the beliefs and attitudes of sharers, enabling the sharer to behave accordingly (Lichtenstein and Hunter, 2006 ). PB signifies that younger workers accord particular importance to the knowledge of older employees, making the old feel confident since their knowledge and skills are valued (Fasbender and Gerpott, 2021 ), and in turn ardently share more knowledge with the young.…”

Challenges of knowledge sharing within oil & gas sector

“…Workers share their knowledge more willingly when they feel secured & assured that their knowledge will not be misused. Anticipated usage of shared knowledge by a recipient is a major motivation for knowledge contributor (Lichtenstein & Hunter, 2008). Presentiment of job's insecurity still prevails among employees & this perception hampers the process of knowledge sharing (Riege, 2005).…”

Self-Learning and Self-Satisfaction

“…In the era of globalization, the relentlessness of the competition has increased enormously. Various challenges such as uncertainty and continuous changes in the society, has directed sharing of knowledge among individuals as the new cornerstone in the domain of knowledge management (Fullwood, Rowley, & McLean, 2019;Muhammed, Doll & Deng, 2009;Lichtenstein & Hunter, 2006). Knowledge sharing among individuals help organizations to meet various challenges posed by the changing business environment which may otherwise defunct the existing assets of the organization (Grant, 1996;Spender, 1996).…”