Showing papers on "Knowledge sharing published in 2001"

Breaking the Myths of Rewards: An Exploratory Study of Attitudes about Knowledge Sharing.

Abstract: Many CEOs and managers understand the importance of knowledge sharing among their employees and are eager to introduce the knowledge management paradigm in their organizations. However little is known about the determinants of the individual's knowledge sharing behavior. The purpose of this study is to develop an understanding of the factors affecting the individual's knowledge sharing behavior in the organizational context. The research model includes various constructs based on social exchange theory, self-efficacy, and theory of reasoned action. Research results from the field survey of 467 employees of four large, public organizations show that expected associations and contribution are the major determinants of the individual's attitude toward knowledge sharing. Expected rewards, believed by many as the most important motivating factor for knowledge sharing, are not significantly related to the attitude toward knowledge sharing. As expected, positive attitude toward knowledge sharing is found to lead to positive intention to share knowledge and, finally, to actual knowledge sharing behaviors.

Overcoming cultural barriers to sharing knowledge

Abstract: Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. They did this by: linking sharing knowledge to solving practical business problems; tying sharing knowledge to a pre‐existing core value; introducing knowledge management in a way that matches the organization’s style; building on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share.

Exploring Perceptions of Organizational Ownership of Information and Expertise

Abstract: Beliefs of organizational ownership relate to whether information and knowledge created by an individual knowledge worker are believed to be owned by the organization. Beliefs about property rights affect information and knowledge sharing. This study explored factors that help determine an individual's beliefs about the organizational ownership of information and expertise that he or she has created. Four different situations of organizational ownership (information vs. expertise/internal vs. external sharing) were considered. The study found that a belief in self-ownership was positively associated with organizational ownership - suggesting a collaborative type of ownership situation for both information and expertise and for both internal (intraorganizational) and external (interorganizational) sharing situations. Organizational culture and the type of employee also influenced the beliefs of organizational ownership in all four scenarios. We conclude the paper with implications for practice and future research.

Transfer of knowledge in knowledge management systems: unexplored issues and suggested studies

Abstract: The management practice literature is replete with reports of practices being used to motivate a firm’s knowledge workers to transfer knowledge into and out of the firm’s computer resident knowledge repositories, i.e., to participate with commitment in the firm’s Knowledge Management System. Unfortunately, little is known with any certainty about which of these practices have what effects under which conditions. It appears that in many cases the practices are ill suited for the particular situations where they are employed, with unknown but perhaps sizeable losses in opportunities foregone because valuable knowledge is not as fully or completely transferred as is possible. In addition, it seems that some of these practices are likely to be interfering with the effectiveness of other practices, just as some drugs interfere with the potentially positive effects of other drugs. About these matters, our knowledge is exceeded by our ignorance. The paper identifies some major problems associated with knowledge transfer, and articulates some of the most important issues associated with these problems. Eight research questions are raised that, if answered with sound studies, would enable organisations to be more effective in their transfer of knowledge.

Sharing knowledge through intranets: a study of organizational culture and intranet implementation

Abstract: Explores factors affecting the implementation of intranets, which are the technology upon which many knowledge management (KM) systems are built. Because intranets facilitate the sharing of employee knowledge, many believe that organizational culture influences intranet implementation. The results of this study found that intranet implementation is facilitated by a culture that emphasizes an atmosphere of trust and concern for other people (ethical culture), flexibility and innovation (developmental culture), and policies, procedures and information management (hierarchical culture). Management should ensure that the proper values are in place to optimize intranet implementation and to facilitate knowledge sharing.

Input-friendliness: motivating knowledge sharing across intranets

Abstract: The value of an intranet for knowledge management (KM) is largely dependent on the calibre of the content and tools that it provides to its users and its ultimate application in business operations. For many organisations, there is a particular dilemma regarding the development of internally produced intranet resources for KM applications. Employees will not feel encouraged to provide content until they believe that what they provide will be used and they will not use an intranet if it does not provide useful content. This paper considers strategies for making intranets ‘input-friendly’: how can organisations extract the content needed to add to the body of internally produced resources from their employees? The discussion explores factors that encourage intranet contributions. These include enabling conditions such as the provision of appropriate tools, the development of organisational KM culture and reward systems. The paper makes reference to studies drawn from the academic literature in business studies, information systems, organisational science and sociology, as well as to practice in case study organisations.

Intelligent lessons learned systems

Abstract: Lessons learned processes have been deployed in commercial, government, and military organizations since the late 1980s to capture, store, disseminate, and share experiential working knowledge. However, recent studies have shown that software systems for supporting lesson dissemination do not effectively promote knowledge sharing. We found that the problems with these systems are related to their textual representation for lessons and that they are not incorporated into the processes they are intended to support. In this article, we survey lessons learned processes and systems, detail their capabilities and limitations, examine lessons learned system design issues, and identify how artificial intelligence technologies can contribute to knowledge management solutions for these systems.

From global knowledge management to internal electronic fences: contradictory outcomes of intranet development

Abstract: This paper considers the adoption of intranet technology as a vehicle for encouraging organization-wide knowledge sharing within a large, global bank. Ironically, the outcome of intranet adoption was that, rather than integrate individuals across this particular organization, the intranet actually helped to reinforce the existing functional and national boundaries with ‘electronic fences’. This could be partly explained by the historical emphasis on decentralization within the bank, which shaped and limited the use of the intranet as a centralizing, organization-wide tool. This is possible because the intranet can be described as an interactive and decentred technology, which therefore has the potential for multiple interpretations and effects. Thus, while the intranet is often promoted as a technology that enables processes of communication, collaboration and social coordination it also has the potential to disable such processes. Moreover, it is argued that to develop an intranet for knowledgesharing requires a focus on three distinctive facets of development. These different facets may require very different, sometimes contradictory, sets of strategies for blending the technology and the organization, thus making it extremely difficult for a project team to work effectively on all three facets simultaneously. This was evidenced by the fact that none of the independent intranet-implementation projects considered actually managed to encourage knowledge-sharing as intended, even within the relatively homogeneous group for which it was designed. Broader knowledge-sharing across the wider organizational context simply did not occur even among those who were working on what were defined as ‘knowledge management’ projects. A paradox is that knowledge-sharing via intranet technologies may be most difficult to achieve in contexts where knowledge management is the key objective.

Different knowledge, different benefits: toward aproductivity perspective on knowledge sharing inorganizations.

Abstract: We develop a productivity perspective on knowledge sharing in organizations that isbased on the differential value of different types of knowledge for task units. While thesharing of codified knowl...

Method and system for enhanced knowledge management

Abstract: An enhanced knowledge management system (“KMS”) is provided. The enhanced KMS provides a customizable, person-to-person, knowledge sharing portal that manages concurrent one-on-one conversations between requesters and expert resources. Through the knowledge sharing portal, the KMS provides the automatic capture, organization, and reuse of tacit knowledge, as well as integration with existing systems that manage already documented (explicit) knowledge. Example embodiments provide a Conversation Manager, which manages communication in the form of conversations (question and answer sequences) between users (requesters) and experts (expert resources), and allows system administrators to customize the system. Conversations are organized by subject matter categories and experts are ranked preferably by the system and by users, thereby increasing the likelihood of the KMS providing answers to users' questions. The Conversation Manager, in conjunction with managing these conversations, produces a dynamic knowledge base of knowledge that is searchable by other users. In this manner, the KMS enhances the ability in a multitude of environments to capture previously untapped knowledge and to integrate such knowledge with existing data.

China and the knowledge economy : seizing the 21st century

Abstract: While China made impressive achievements in economic growth, and poverty reduction over the last quarter century, it now faces daunting, internal challenges, such as ensuring employment to millions over the coming decade, continuing to maintain high growth, increasing its international competitiveness, and reducing income, and regional inequalities. Compounding these challenges is the new knowledge, and information revolution. Thus, to prosper in this new era, China must welcome the knowledge revolution, and make effective use of knowledge in its agricultural, and industrial sectors, and especially, in developing its service industry. Additionally, it also needs to manage the transition to an environmentally, sustainable economy that better utilizes its relatively, limited natural resources. This book outlines those main challenges, and the importance of shifting from a factor-based to a knowledge-based strategy. It presents the long-term strategy for China, that integrates key knowledge-related policy components, improving relevant economic incentives, and institutions, including education, and training upgrading, to build an information structure that strengthens innovations, and research. Concrete steps are suggested for implementing this strategy, and, the book recommends a further withdrawal by Government, from hands-on management of the economy, to rather take the role of an architect for appropriate institutions, and provider of incentives to establish a new socialist, market economy.

Communities of Practice: Going Virtual

Abstract: With the current trends towards downsizing, outsourcing and globalisation, modern organisations are reducing the numbers of people they employ. In addition, organisations now have to cope with the increasing internationalisation of business forcing collaboration and knowledge sharing across time and distance simultaneously. There is a need for new ways of thinking about how knowledge is shared in distributed groups. In this paper we explore a relatively new approach to knowledge sharing using Lave and Wenger's (1991) theory of Communities of Practice (CoPs). We investigate whether CoPs might translate to a geographically distributed international environment through a case study that explores the functioning of a CoP across national boundaries.

Korea and the Knowledge-based Economy: Making the Transition

Abstract: Knowledge is fast becoming a key factor in economic and social development worldwide. Rapid innovations in science, communications and computing technologies are opening up new opportunities for countries to harness knowledge and participate more fully in the global economy. Developing countries that successfully make the transition to the knowledge-based economy will have unprecedented possibilities to become more competitive in world markets and to participate in the global information society. New technologies can also extend the benefits of knowledge to all segments of society and help countries close the gap in living standards among their citizens. This book defines a knowledge-based economy as one where knowledge is created, acquired, transmitted and used effectively by enterprises, organizations, individuals and communities. It does not focus narrowly on high-technology industries or on information and communications technologies, but rather presents a framework for analyzing a range of policy options in education, information infrastructure and innovation systems that can help usher in the knowledge economy. It also makes the case for better co-ordination among the government, the private sector and civil society to enhance competitiveness and advance economic and social development.

Individual and social barriers to knowledge transfer

Abstract: It is often stated that people use knowledge for their own benefit and that they share it only grudgingly. This may be partly true because our society has deep cultural traditions which tend to discourage knowledge sharing. Even memories from school confirm the picture of knowledge as a treasury that has to be protected and hidden. During examinations, the rise of shared potentials is castigated as a 'crib' and as an attempt to deceive; what counts are the individually produced results. On the other hand, the necessity of sharing knowledge in a company in order to use the economic resource of knowledge efficiently and effectively is said to be one of the critical success factors nowadays. Through an analysis drawn from the literature and from my own research experiences and knowledge management projects, I discuss the various individual and social barriers that hinder people from sharing and transfering their knowledge. From this analysis, one can draw some suggestions how to overcome these impediments.

E‐knowledge networks for inter‐organizational collaborative e‐business

Abstract: Evaluates the increase in inter‐ and intra‐organizational knowledge sharing capabilities brought about by the Internet‐driven “new economy” technologies and the resulting managerial implications. Presents a framework for evaluating and deploying such technologies. Firms employing knowledge networks can also use e‐knowledge to improve organizational decision making, react more quickly to changes in the economic landscape, and create dynamic custom content and consumer intimacy. Builds on the extensive literature in knowledge management and inter‐organizational systems by identifying the opportunities of each in creating “e‐knowledge networks” to support organizational collaboration. This framework is applied to four industry case studies – supply chain management networks, adserver networks, content syndication networks, and business‐to‐business exchange networks. Analysis suggests that in the new economy, characterized by ubiquitous and often automated information sharing capabilities, the ability to create knowledge‐based networks of partners will be critical to maintaining competitive advantage.

Software agents for knowledge management: coordination in multi-agent supply chains and auctions

Abstract: A fundamental question that must be addressed in software agents for knowledge management is coordination in multi-agent systems. The coordination problem is ubiquitous in knowledge management, such as in manufacturing, supply chains, negotiation, and agent-mediated auctions. This paper summarizes several multi-agent systems for knowledge management that have been developed recently by the author and his collaborators to highlight new research directions for multi-agent knowledge management systems. In particular, the paper focuses on three areas of research: • Coordination mechanisms in agent-based supply chains. How do we design mechanisms for coordination, information and knowledge sharing in supply chains with self-interested agents? What would be a good coordination mechanism when we have a non-linear structure of the supply chain, such as a pyramid structure? What are the desirable properties for the optimal structure of efficient supply chains in terms of information and knowledge sharing? Will DNA computing be a viable tool for the analysis of agent-based supply chains? • Coordination mechanisms in agent-mediated auctions. How do we induce cooperation and coordination among various self-interested agents in agent-mediated auctions? What are the fundamental principles to promote agent cooperation behavior? How do we train agents to learn to cooperate rather than program agents to cooperate? What are the principles of trust building in agent systems? • Multi-agent enterprise knowledge management, performance impact and human aspects. Will people use agent-based systems? If so, how do we coordinate agent-based systems with human beings? What would be the impact of agent systems in knowledge management in an information economy?

Managing intranets to encourage knowledge sharing : opportunities and constraints

Abstract: Intranets are frequently promoted as a route towards the sharing of knowledge in organisations. Experience demonstrates, however, that many intranets were launched without clear objectives or strategy and have evolved in an ad hoc manner, resulting in systems with limited relevance. This article is in two parts. Drawing on data collected through a survey of the use of intranets in several corporations and international organisations, the first section provides an overview on how intranets are currently being used. The second part discusses good management practices for the development of effective intranets which stimulate knowledge sharing and the role they could play in facilitating knowledge management initiatives.

World Congress on Intellectual Capital Readings

Abstract: About the authors Foreword Introduction Thought leadership on intellectual capital Managing organizational knowledge by diagnosing intellectual capital: framing and advancing the state of the field Digital knowledge: copyright intellectual property and the Internet The power of knowledge pattern recognition Competitive capital: a fourth pillar of intellectual capital? Strategic knowledge sourcing, integration and assimilation: a capabilities portfolio perspective Integrating organizational learning and knowledge management: a case study Intellectual capital disclosures in Swedish Annual Reports Relevant experiences on measuring and reporting intellectual capital in European pioneering firms Understanding intellectual capital statements: designing and communicating knowledge management strategies The learning capacity index: a measurement system for linking capacity to learn and financial performance Developing a measure of knowledge management ICBS innovation capability benchmarking system Development and implementation of an intellectual capital report for a research technology organization For better or worse? assessing the costs and benefits of contingent knowledge work as an investment in intellectual capital Managing human capital with competency-based HR management A dialectical model for best practices development Debiasing science and technology investment decisions An examination of the transfer of intellectual capital across cultures Knowledge sharing in networked organizations Index.

Why Service Businesses Are Not Product Businesses

Abstract: What company in a service business has not weighed the advisability of offering products? What manager in a product-oriented business has not thought about growing revenues by adding related services? Expansion often seems to make sense, but if an expanding company limits itself to approaches that work in its old sector, it is likely to find them unsuited to the new sector. The software industry provides instructive examples. Intense competition and the need to maintain a high growth rate have led numerous software service companies to try repackaging the knowledge they have gained creating customized software solutions for clients ? and to sell it as a more generic product. Their attempts to cross the chasm between the service sector and the product sector have met with grim results: Approximately 87% of software service companies' product initiatives from 1995 through 1998 failed. Satish Nambisan, a professor of management at Rensselaer Polytechnic Institute's Lally School of Management and Technology, argues that service companies fail to recognize important differences between the ways the two sectors do business. On five key issues (intellectual property rights, product complementarity, returns from scale, abstracting knowledge and connections with users), service companies and product companies are often at opposite poles. Five case studies show why service companies must modify the service mind-set to suit the product market, but without giving up their unique service-sector insights. His recommendations? When it comes to marketing, focusing on a niche market or linking with an established product are good tactics; packaging generic domain knowledge can be more risky. Companies must encourage knowledge sharing among their employees and cultivate long-term relationships with users. Finally, they must reassess the trade-offs between design flexibility and ease of development and between process flexibility and process efficiency, being sure in both cases not to sacrifice the former for the sake of the latter. The importance of understanding the new sector holds for software companies transitioning in the opposite direction ? as well as for enterprises in other high-tech industries with both a service and a product sector.

Communities of practice: going virtual

Abstract: With the current trends towards downsizing, outsourcing and globalisation, modern organisations are reducing the numbers of people they employ. In addition, organisations now have to cope with the increasing internationalisation of business forcing collaboration and knowledge sharing across time and distance simultaneously. There is a need for new ways of thinking about how knowledge is shared in distributed groups. In this paper we explore a relatively new approach to knowledge sharing using Lave and Wenger’s (1991) theory of Communities of Practice (CoPs). We investigate whether CoPs might translate to a geographically distributed international environment through a case study that explores the functioning of a CoP across national boundaries.

Optimal Investment in Knowledge Within a Firm Using a Market Mechanism

Abstract: There has been an extensive research literature on auctions, but recent developments in technology have resulted in new interest in auction mechanisms as a practical way of allocating resources. This paper presents a new double-auction mechanism to handle resource allocation for public goods when complementarity exists.The mechanism is placed in the context of an organization's internal knowledge investment. Knowledge goods have two distinct characteristics. First, knowledge within an organization can be considered apublic good, so it is subject to the free-rider problem. Second, knowledge is interrelated and interdependent; that is, there is complementarity among knowledge components. The value of knowledge often derives from abundle of knowledge components, rather than from its individual pieces. These two characteristics present a serious challenge to allocating organizational resources for knowledge goods.We introduce an internal market in which knowledge providers offer knowledge projects and knowledge consumers place bids to acquire them. The mechanism is a Groves-Clarke-type double auction that allows bundled knowledge goods to be traded so as to recognize complementarities between knowledge projects. The market mechanism we propose isincentive compatible; i.e., it induces people to reveal their true valuation. In addition, it allows trades of knowledge bundles to determine which knowledge components are most valuable from the organization's viewpoint. Under mild assumptions, the mechanism is a computationally tractable solution to operating a market of bundled public goods. We further show how "imputed prices" can be calculated for subsets of knowledge components and prove that a market mechanism that does not allow bundle orders or does not address the free-rider problem yields a systematicunderinvestment in knowledge.

Knowledge management in product innovation: an interpretative review

Abstract: Knowledge management (KM) is relatively new, but still a very hot topic in management research and practice. Leading companies are reshaping their organizations in order to increase their ability in managing knowledge sharing and transfer within and across their organizational boundaries. KM is today considered by many scholars the next arena for global competition. Product innovation (PI), in particular, is one of the most promising areas, where KM is today applied and studied. Management literature has underlined how knowledge becomes the only source of sustainable competitive advantage in turbulent contexts, and the cognitive perspective represents the most adequate approach to analysing and understanding PI as a continuous learning process rather than as a sporadic event. Since the early 1990s, many contributions emerged from different fields, but after nearly one decade, KM is not yet a unitary stream of literature but reflects very diverse roots. In this paper, the different streams and approaches emerging in literature on KM in PI are reviewed and described, aiming at providing researchers with an interpretative tool and some directions for further research.

Behind the scenes of knowledge sharing in a Japanese bank

Abstract: This exploratory study discusses the way in which knowledge is shared in one of Japan's commercial banks. In particular, it highlights the social factors which act as catalysts in the knowledge-sharing process, and considers the impact of HRM practices and the low level of interaction with outside institutions. It acknowledges the embeddedness of knowledge in social relations by adapting the community model of knowledge sharing. Contrary to the belief that traditional bureaucratic people management practices have a limited ability to support knowledge management, this study reveals an HRM system that is able to strike a balance between those practices and a 'paternalistic adhocracy' approach to sharing knowledge through collaborative task sharing, trust building and personal social networking.

Process to product: creating tools for knowledge management

Abstract: There is a growing urgency for new technology support structures to link organizations’ people and information worldwide in more effective and valuable ways (Kelly, 1998; Kosko, 1999; Tapscott, 1999). The development of innovative processes and supporting products directly impacts the ability of business and society to use information and knowledge for improvement (Ruggles, 1997; Davenport and Prusak, 1998).

Social exchange for knowledge exchange.

Abstract: The factors that motivate people to codify and share knowledge for the benefit of others have been identified as a priority area for individual companies (Smith & Farquhar, 2000, p. 27). They represent the most commonly discussed topic amongst practitioners and academics at conferences on knowledge management (KM) (Prusak, 1999, p. 6) and highlight an important area for knowledge research (Holsthouse, 1998, p. 277). To some the encouragement of employees to contribute knowledge is more important than the issues related its capture, storage and dissemination (see for example Boisot & Griffiths, 1999). While academics may theorise over the relative importance of motivating knowledge sharing, organisations need to find ways to encourage individuals, who have complete discretion over how they handle their knowledge assets, to use them for the benefit of the firm by sharing what they know openly and freely. They want to discourage knowledge hoarding – both wholesale and partial - and knowledge loss caused by employee departure. The sharing of information and knowledge is important to efforts in social learning. It is argued that with straightforward access to common resources employees can execute routine tasks quickly; they can aggregate previously disconnected pieces of information to facilitate innovation in working practices, product design or service delivery; and they can be liberated from the fear of losing important intellectual assets if valued colleagues leave the firm

Managing Knowledge and Storing Wisdom? New Forms of Foreign Aid?

Abstract: Aid agencies claim that their development expertise and advisory services are more important than their funds. Development research databases highlight broader problems in the knowledge management systems that have been established to record and distribute that expertise. In practice, distilled digested mini-facts disseminated electronically risk perpetuating rather than reducing dependence. A banking model of knowledge and knowledge sharing stymies learning because it undermines and devalues learners’ initiative and responsibility. More consequential than detached bits of information is learning, largely initiated, maintained, and managed by those seeking to change their situation. Problem-solvers must be directly involved in generating the knowledge they require. Achieving information affluence in poor countries cannot rest on transfer and absorption but rather requires a generative process with strong local roots.