Often people feel their knowledge is their ability to compete in organization and sharing their knowledge will decline their competitive privilege. The top knowledge managers are to change this stereotype in mind and promote the knowledge sharing culture throughout the enterprise. your comments will be helpful.
Indeed I cannot agree with Dr. Hasanzadeh more: in many cases privatization & deregulation processes within industries lead to unfair competition among employees in companies for the remaining positions. Efforts has to be there to counteract these negative impacts. I looked up for some case-studies:
1) Omran Alshamsi & Mian M. Ajmal (2018). " Critical factors for knowledge sharing in technology-intensive organizations: evidence from UAE service sector":Article Critical factors for knowledge sharing in technology-intensi...
Your sincerely, Bulcsu Szekely
What applies between organizations applies between people. Trust, authenticity and "safety". Exchanging information is more than knowledge. Especially when it matters most. It is about sharing who you are (i.e. competencies). Hence a risk that requires some assurance of "psychological safety". Without it every exchange is just a farce.
https://www.researchgate.net/publication/275070993_Psychological_Safety_The_History_Renaissance_and_Future_of_an_Interpersonal_Construct
Hi Mohammad,
opportunities for "informal" socialisation seem to be very important.
Check some of my papers on knowledge sharing on ResearchGate for some more ideas.
Meliha
Formal meeting rooms and even custom-built ones still fail to spark the kind of free- spontaneity found in organic, creative spaces epitomized by such organizations as IDEO.
Hi Mohammad,
The main factor in the knowledge sharing among staff in an organization is the "Organizational Culture". As the culture in the organization becomes formal the knowledge sharing among the staffs tends to decrease and an informal culture in an organization makes the knowledge sharing easier among the staffs. But one thing should not be forgotten, Organizational Culture can act as barrier and enabler and its very difficult to manage and control it.
over 90% of the knowledge sharing in the organizations that ends to innovation happens in an informal way.
Dear Ahmad
I agree with you, I most cases, the informal relationships work and culture is very important. Let think about the factors establishing a KM-supporting culture in organizations.
As per research findings pinpoint towards the general drivers and barriers to knowledge sharing within organizations, The significant drivers are: enjoy helping others, monetary rewards, management support, change of knowledge sharing behavior and recognition. The significant identified barriers to knowledge sharing are: change of behavior, lack of trust and lack of time.
Research tends to focus on barriers to knowledge sharing. Such barriers are not only related to the cultural dimension. In my opinion, control and monitoring structures influence knowledge sharing to a similar extent as the corporate culture that has been emphasized in previous responses. Examples are: Reward systems (because they generally do not reward knowledge sharing), rigid IT infrastructures (because they restrict access and prescribe information structures), an authoritarian management style (because it promotes competition rather than cooperation) or organisational structures with an emphasis on vertical hierarchies and horizontal dividing lines (delimited areas of responsibility, more and more caused by risk minimisation and compliance). These factors prevent knowledge sharing and create knowledge silos with incompatible communication channels. Removing these obstacles should accelerate knowledge sharing.
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