How has Japan become a major economic power, a world leader in the automotive and electronics industries? What is the secret of their success? The consensus has been that, though the Japanese are not particularly innovative, they are exceptionally skilful at imitation, at improving products that already exist. But now two leading Japanese business experts, Ikujiro Nonaka and Hiro Takeuchi, turn this conventional wisdom on its head: Japanese firms are successful, they contend, precisely because they are innovative, because they create new knowledge and use it to produce successful products and technologies. Examining case studies drawn from such firms as Honda, Canon, Matsushita, NEC, 3M, GE, and the U.S. Marines, this book reveals how Japanese companies translate tacit to explicit knowledge and use it to produce new processes, products, and services.

The knowledge-creating company : how Japanese companies create the dynamics of innovation

Individuals' knowledge does not transform easily into organizational knowledge even with the implementation of knowledge repositories. Rather, individuals tend to hoard knowledge for various reasons. The aim of this study is to develop an integrative understanding of the factors supporting or inhibiting individuals' knowledge-sharing intentions. We employ as our theoretical framework the theory of reasoned action (TRA), and augment it with extrinsic motivators, social-psychological forces and organizational climate factors that are believed to influence individuals' knowledge- sharing intentions.

Through a field survey of 154 managers from 27 Korean organizations, we confirm our hypothesis that attitudes toward and subjective norms with regard to knowledge sharing as well as organizational climate affect individuals' intentions to share knowledge. Additionally, we find that anticipated reciprocal relationships affect individuals' attitudes toward knowledge sharing while both sense of self-worth and organizational climate affect subjective norms. Contrary to common belief, we find anticipated extrinsic rewards exert a negative effect on individuals' knowledge-sharing attitudes.

http://www.cob.calpoly.edu/~eli/Class/p5.pdf

Behavioral intention formation in knowledge sharing: examining the roles of extrinsic motivators, social-psychological factors, and organizational climate

Organizations are attempting to leverage their knowledge resources by employing knowledge management (KM) systems, a key form of which are electronic knowledge repositories (EKRs). A large number of KM initiatives fail due to the reluctance of employees to share knowledge through these systems. Motivated by such concerns, this study formulates and tests a theoretical model to explain EKR usage by knowledge contributors. The model employs social exchange theory to identify cost and benefit factors affecting EKR usage, and social capital theory to account for the moderating influence of contextual factors. The model is validated through a large-scale survey of public sector organizations. The results reveal that knowledge self-efficacy and enjoyment in helping others significantly impact EKR usage by knowledge contributors. Contextual factors (generalized trust, pro-sharing norms, and identification) moderate the impact of codification effort, reciprocity, and organizational reward on EKR usage, respectively. It can be seen that extrinsic benefits (reciprocity and organizational reward) impact EKR usage contingent on particular contextual factors whereas the effects of intrinsic benefits (knowledge self-efficacy and enjoyment in helping others) on EKR usage are not moderated by contextual factors. The loss of knowledge power and image do not appear to impact EKR usage by knowledge contributors. Besides contributing to theory building in KM, the results of this study inform KM practice.

Contributing knowledge to electronic knowledge repositories: an empirical investigation

Knowledge sharing: A review and directions for future research

Advances in information and communication technologies have fundamentally heightened organizational interest in knowledge as a critical strategic resource. However, organizations are finding that members are often reluctant to exchange knowledge with others in the organization. This paper examines why. We review current knowledge management practices and find that organizations are treating knowledge as a private good, owned either by the organization or by organization members. We propose that knowledge can also be considered a public good, owned and maintained by a community. When knowledge is considered a public good, knowledge exchange is motivated by moral obligation and community interest rather than by narrow self-interest. We provide support for the public good perspective by providing results from a survey examining why people participate and share knowledge in three electronic communities of practice. The results indicate that people participate primarily out of community interest, generalized reciprocity and pro-social behavior.

"It is what one does": why people participate and help others in electronic communities of practice

This article reports an exploratory investigation of individual perceptions of factors that underlie the use of collaborative electronic media (electronic mail, World Wide Web, list serves, and other collaborative systems) for sharing information in a large state university in Australia. The model builds on the Constant et al.'s theory of information sharing. We propose that perceptions of information culture, attitudes regarding information ownership and propensity to share, as well as task and personal factors influence people's use of collaborative media. We found that task characteristics (task interdependence), perceived information usefulness and the user's computer comfort were most strongly associated with the person's use of collaborative media. Consistent with Constant et al.'s earlier findings, views of information ownership and propensity to share were significantly related to use. Interestingly, use of electronic media for sharing information and contacting people was weakly associated with a more structured, closed information culture. This implies that heavy users and sharers want more structured information flow in place, possibly due to their need to have reliable access to other individual's knowledge and information. Contrary to suggestions in the literature, a fully open, organic information culture may not always be most desirable. Implications for knowledge managers, practitioners and researchers are suggested.

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D.S Staples

Papers

The use of collaborative electronic media for information sharing: an exploratory study of determinants