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 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.

With whom shall I share my knowledge? A recipient perspective of knowledge sharing

“…These four categories contained twelve sub-issues that affect knowledge sharers' motivation including individual, role-related, and situational characteristics. Lichtenstein and Hunter's (2008) findings provided important implications for further study on the role of recipients in knowledge sharing.…”

“…For example, among the few exploratory studies available in this area, Lichtenstein and Hunter (2008) employed Shannon and Weaver's (1949) communication model, which included a knowledge sharer, a recipient, transmission and obstructing "noise," to illustrate the components of a successful knowledge transfer. Lichtenstein and Hunter (2008) contended that sharers' perceptions lead them to form beliefs and attitudes about recipients' knowledge-based needs and behaviors and the sharers are likely to behave in accordance with these beliefs . In other words, whether one chooses to share knowledge with someone is determined by the sharer's perception of the receiver's need for knowledge and knowledge-related behaviors (e.g., how he or she may use the knowledge).…”

“…In other words, whether one chooses to share knowledge with someone is determined by the sharer's perception of the receiver's need for knowledge and knowledge-related behaviors (e.g., how he or she may use the knowledge). Lichtenstein and Hunter (2008) conducted two interpretive case studies in which they summarized four groups of recipient-related issues: need to know, desire to know, accessibility and anticipated use. These four categories contained twelve sub-issues that affect knowledge sharers' motivation including individual, role-related, and situational characteristics.…”

Sharing Tacit Knowledge: A Case Study in the Australian Film Industry

“…The number of factors identified by other authors is very extensive, and is described elsewhere (Alony & Whymark, 2006;Lichtenstein & Hunter, 2006). Further elaboration of these factors is not provided here.…”

“…(Phil-producer 2004) In accordance with (Lichtenstein & Hunter, 2006) 's "receiver based" perspective, the producer in this quote aims at making himself trusted by potential sharers, by communicating benevolencebased trust.…”