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Showing papers on "Knowledge sharing published in 2003"


BookDOI
01 Jan 2003
TL;DR: In this paper, the authors present a 5-stage model for e-moderating in the 21st century, including five stages of 5-stages: 1. E-moders' qualities and roles 2. 5 stage model (text) 3. 3.5-stage model (21st century technologies) 4. Training emoderators 6. Developing skills 7. Participants' experience 8.
Abstract: I. Concepts and Cases 1. E-moderating 2. 5 stage model (text) 3. 5 stage model (21st century technologies) 4. E-moderating qualities and roles 5. Training e-moderators 6. Developing E-moderating skills 7. Participants' experience 8. Future e-moderating II. Resources for Practitioners Scaffolding online learning Achieving online socialisation Achieving knowledge sharing Developing e-moderators Costs Summarising and Weaving Taming Online time Promoting cultural understandings Creating presence Housekeeping Promoting Active Participation Assessing learning Evaluating conferencing E-moderating for synchronous conferencing E-moderating for virtual worlds E-moderating for Podcasting Monitoring E-moderating Encouraging self-managing groups Helping online novices Understanding lurking What's going on? What will we call ourselves? Communicating online References Index

2,202 citations


Journal ArticleDOI
TL;DR: A qualitative study of motivation and barriers to employee participation in virtual knowledge‐sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily.
Abstract: This paper reports the results of a qualitative study of motivation and barriers to employee participation in virtual knowledge‐sharing communities of practice at Caterpillar Inc., a Fortune 100, multinational corporation. The study indicates that, when employees view knowledge as a public good belonging to the whole organization, knowledge flows easily. However, even when individuals give the highest priority to the interests of the organization and of their community, they tend to shy away from contributing knowledge for a variety of reasons. Specifically, employees hesitate to contribute out of fear of criticism, or of misleading the community members (not being sure that their contributions are important, or completely accurate, or relevant to a specific discussion). To remove the identified barriers, there is a need for developing various types of trust, ranging from the knowledge‐based to the institution‐based trust. Future research directions and implications for KM practitioners are formulated.

1,628 citations


Journal ArticleDOI
TL;DR: This paper links the misunderstandings between engineers, technicians, and assemblers on a production floor to their work contexts, and demonstrates how members of these communities overcome such problems by cocreating common ground that transforms their understanding of the product and the production process.
Abstract: This paper suggests that knowledge is shared in organizations through the transformation of occupational communities' situated understandings of their work. In this paper, I link the misunderstandings between engineers, technicians, and assemblers on a production floor to their work contexts, and demonstrate how members of these communities overcome such problems by cocreating common ground that transforms their understanding of the product and the production process. In particular, I find that the communities' knowledge-sharing difficulties are rooted in differences in their language, the locus of their practice, and their conceptualization of the product. When communication problems arise, if members of these communities provide solutions which invoke the differences in the work contexts and create common ground between the communities, they can transform the understandings of others and generate a richer understanding of the product and the problems they face.

1,582 citations


Journal ArticleDOI
Minu Ipe1
TL;DR: In this paper, the authors present a model that identifies factors that most significantly influence knowledge sharing at the most basic level, namely between individuals in organizations, based on a review of existing literature in this area.
Abstract: Knowledge is now being seen as the most important strategic resource in organizations, and the management of this knowledge is considered critical to organizational success. If organizations have to capitalize on the knowledge they possess, they have to understand how knowledge is created, shared, and used within the organization. Knowledge exists and is shared at different levels in organizations. This article examines knowledge sharing at the most basic level; namely, between individuals in organizations. Based on a review of existing literature in this area, this article presents a model that identifies factors that most significantly influence knowledge sharing at this level.

1,374 citations


Journal ArticleDOI
TL;DR: The authors investigated whether organizational factors such as employees' perceptions of management's support for knowledge sharing, their perceptions of the organization's social interaction culture, the organisation's size, and the available knowledge sharing technology had a significant impact on employees' perception of a knowledge sharing culture.
Abstract: This study investigated whether organizational factors such as employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, the organization’s size, and the organization’s available knowledge sharing technology, as well as whether individual factors such as age, gender, and organizational tenure had a significant impact on employees’ perceptions of a knowledge sharing culture. New measures to assess employees’ perceptions of management’s support for knowledge sharing, their perceptions of the organization’s social interaction culture, and the perceived knowledge sharing culture were developed. We found that perceptions of management’s support for knowledge sharing, and perceptions of a positive social interaction culture were both significant predictors of a perceived knowledge sharing culture. In addition, gender was a significant moderator: female participants required a more positive social interaction culture before they would perceive a knowledge sharing culture as positive as that perceived by their male counterparts.

796 citations


Journal ArticleDOI
TL;DR: A model examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage and provides a framework of the alignment-performance relationship, and furnishes several new constructs.
Abstract: A critical decision problem for top management, and the focus of this study, is whether the CEO (chief executive officer) and CIO (chief information officer) should commit their time to formal planning with the expectation of producing an information technology (IT)-based competitive advantage. Using the perspective of the resource-based view, a model is presented that examines how strategic IT alignment can produce enhanced organizational strategies that yield competitive advantage. One hundred sixty-one CIOs provided data using a postal survey. Results supported seven of the eight hypotheses. They showed that information intensity is an important antecedent to strategic IT alignment, that strategic IT alignment is best explained by multiple constructs which operationalize both process and content measures, and that alignment between the IT plan and the business plan is significantly related to the use of IT for competitive advantage. Study results raise questions about the effect of CEO participation, which appears to be the weak link in the process, and also about the perception of the CIO on the importance of CEO involvement. The paper contributes to our understanding of how knowledge sharing in the alignment process contributes to the creation of superior organizational strategies, provides a framework of the alignment-performance relationship, and furnishes several new constructs.

694 citations


Journal ArticleDOI
TL;DR: This work conducted interviews in 20 organizations to identify ways in which interpersonal trust in a knowledge-sharing context develops and summarize behaviors and practices for managers interested in promoting trust (and thereby knowledge creation and sharing) within their own organizations.
Abstract: Executive Overview In many organizations, informal networks are the primary means by which employees find information, solve complex problems, and learn how to do their work. Two forms of interpersonal trust—trust in a person's competence and in a person's benevolence—enable effective knowledge creation and sharing in these networks. Yet, though conceptually appealing, trust is an elusive concept that is often difficult for managers to influence. We conducted interviews in 20 organizations to identify ways in which interpersonal trust in a knowledge-sharing context develops. Based on this work, we summarize behaviors (e.g., discretion, consistency, collaboration) and practices (e.g., building shared vision, ensuring transparency in decision-making, holding people accountable for trust) for managers interested in promoting trust (and thereby knowledge creation and sharing) within their own organizations.

684 citations


Journal ArticleDOI
Byounggu Choi1, Heeseok Lee1
TL;DR: It was found that KM methods can be categorized into four styles: dynamic, system-, human-oriented, and passive; the emphasis of the dynamic style is on both knowledge reusability through information technologies and knowledge sharing through informal discussions among employees, which results in higher performance.

613 citations


Journal ArticleDOI
Seewon Ryu, Seung Hee Ho1, Ingoo Han1
TL;DR: Choi et al. as discussed by the authors investigated the factors affecting physician's knowledge sharing behavior within a hospital department by employing existing theories, such as the theory of reasoned action (TRA) and planned behavior (TPB), and found that the TPB model appeared to be superior to TRA in explaining physicians' intention to share knowledge.
Abstract: Recently, there has been much interest for knowledge sharing within professional group, especially physicians in hospital. This study investigates the factors affecting physician's knowledge sharing behavior within a hospital department by employing existing theories. The research models under investigation are the theory of reasoned action (TRA) and the theory of planned behavior (TPB). These models are empirically examined and compared based on the survey results on physicians' knowledge sharing behavior collected from 286 physicians practicing in 28 types of subunits in 13 tertiary hospitals in Korea. The TPB model exhibited good fit with the data and appeared to be superior to the TRA in explaining physicians' intention to share knowledge. In the modified TPB model, subjective norms were found to have the strongest total effects on behavioral intentions to share knowledge of physicians through direct and indirect path by attitude. Attitude was found to be the second important factor influencing physicians' intentions. Perceived behavioral control was also found to affect the intention to share knowledge, though in a lesser degree than subjective norms or attitudes. Implications are also discussed for physician's knowledge sharing activities.

535 citations


Journal ArticleDOI
TL;DR: The empirical analysis showed that many firms designed strategies to share technological knowledge with competitors, and those firms that shared knowledge with their innovation system earned higher innovative performance than firms that did not share knowledge.
Abstract: This paper explores the relationship between firms' strategies to share knowledge with their innovation system and innovative performance. The empirical analysis showed that many firms designed strategies to share technological knowledge with competitors, and those firms that shared knowledge with their innovation system earned higher innovative performance than firms that did not share knowledge. In addition, firms that interacted with their global innovation system earned higher innovative performance than firms that interacted with only their national innovation system. These results should help managers and researchers understand how to devise technology strategies in globally integrated industries. Copyright © 2003 John Wiley & Sons, Ltd.

397 citations


Journal ArticleDOI
TL;DR: The demands for e-Learning and related research are described, and a variety of enabling technologies that can facilitate the design and implementation of e- learning systems are presented.
Abstract: In today's new economy characterized by industrial change, globalization, increased intensive competition, knowledge sharing and transfer, and information technology revolution, traditional classroom education or training does not always satisfy all the needs of the new world of lifelong learning. Learning is shifting from instructor-centered to learner-centered, and is undertaken anywhere, from classrooms to homes and offices. E-Learning, referring to learning via the Internet, provides people with a flexible and personalized way to learn. It offers learning-on-demand opportunities and reduces learning cost. This paper describes the demands for e-Learning and related research, and presents a variety of enabling technologies that can facilitate the design and implementation of e-Learning systems. Armed with the advanced information and communication technologies, e-Learning is having a far-reaching impact on learning in the new millennium.

Journal ArticleDOI
TL;DR: The case of a multi-national organization's efforts to implement an organizational knowledge management (KM) system is presented, tracing both the technological solutions and the KM strategy of the organization as it met with various challenges along a several year period of establishing KM as organizational practice.
Abstract: This paper explores the use of information technology to support knowledge sharing within and between communities of practice. In so doing, it presents a case of a multi-national organization's efforts to implement an organizational knowledge management (KM) system. The case traces both the technological solutions and the KM strategy of the organization as it met with various challenges along a several year period of establishing KM as organizational practice. The study highlights several lessons, including the possibility of a flexible KM strategy, the necessity for multiple channels of knowledge sharing, the desirability of expanding communities of practice, and the evolution of the role played by information technology as KM strategies evolve.

Journal ArticleDOI
TL;DR: This research empirically investigates co-opetition, management of knowledge sharing and the role of IS in the context of small and medium-sized enterprises (SMEs) in the U.K.
Abstract: Co-opetition, simultaneous cooperation and competition, is a recent phenomenon. Co-opetition entails sharing knowledge that may be a key source of competitive advantage. Yet, the knowledge gained by cooperation may also be used for competition. However, there is little investigation of how this problem may be modelled and, hence, managed. A game-theoretic framework for analysing interorganisational knowledge sharing under co-opetition and guidelines for the management of explicit knowledge predicated on coordination and control theory has been proposed, but remains untested. This research empirically investigates these issues in the context of small and medium-sized enterprises (SMEs). SMEs provide an interesting setting as they are knowledge generators, but are poor at knowledge exploitation. The paper uses data from U.K. SMEs to investigate co-opetition, management of knowledge sharing and the role of IS.

Journal ArticleDOI
TL;DR: In this paper, the authors examine knowledge sharing in business environments and cultures that are hostile to knowledge sharing, focusing on knowledge sharing as it relates to individual behavior, such as knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome.
Abstract: This article examines knowledge sharing in business environments and cultures that are hostile to knowledge sharing, focusing on knowledge sharing as it relates to individual behavior. Knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome are examined, drawing on the examples of six Russian companies, including three with Western ownership. In knowledge-sharing hostile environments it is inadequate to apply traditional means for managing knowledge-sharing processes. Instead of encouraging, stimulating, and aligning incentives, managers need to initially force knowledge sharing in order to transform their organizations into knowledge-embracing cultures. Concrete guidelines for overcoming the barriers to knowledge sharing are outlined.

Journal ArticleDOI
TL;DR: In this article, the authors discuss the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial, and they find that human resource management practices that promote employee discretionary behavior, knowledge sharing and organizational learning are positively associated with entrepreneurial performance.
Abstract: How can human resource management (HRM) practices promote entrepreneurial performance in small and medium-sized enterprises (SMEs)? This article discusses the association between human capital management (HCM) and other contemporary HRM practices and the ability of SMEs to be entrepreneurial. In a study of 99 SMEs, HRM practices that promote employee discretionary behavior, knowledge sharing, and organizational learning are found to be positively associated with entrepreneurial performance. Two contingencies are also identified for this relationship. First, the use of strategic HCM practices enhances the observed positive association. Second, these relationships are strongest for SMEs operating in high-technology industries. © 2004 Wiley Periodicals, Inc.

Journal ArticleDOI
TL;DR: In this article, the authors argue that knowledge is highly individualistic and concomitant with the various surrounding contexts within which it is shaped and enacted, and that these contexts are also shaped as a consequence of knowledge adding further complexity to the problem domain.

Posted Content
01 Jan 2003
TL;DR: A more recent approach to knowledge management, which the authors call "expertise sharing" as mentioned in this paper, emphasizes the human aspects of knowledge management in addition to information storage and retrieval.
Abstract: The field of knowledge management focuses on how organizations can most effectively store, manage, retrieve, and enlarge their intellectual properties. The repository view of knowledge management emphasizes the gathering, providing, and filtering of explicit knowledge. The information in a repository has the advantage of being easily transferable and reusable. But it is not easy to use decontextualized information, and users often need access to human experts. This book describes a more recent approach to knowledge management, which the authors call "expertise sharing." Expertise sharing emphasizes the human aspects--cognitive, social, cultural, and organizational--of knowledge management, in addition to information storage and retrieval. Rather than focusing on the management level of an organization, expertise sharing focuses on the self-organized activities of the organization's members. The book addresses the concerns of both researchers and practitioners, describing current literature and research as well as offering information on implementing systems. It consists of three parts: an introduction to knowledge sharing in large organizations; empirical studies of expertise sharing in different types of settings; and detailed descriptions of computer systems that can route queries, assemble people and work, and augment naturally occurring social networks within organizations.

Journal Article
TL;DR: In this paper, the authors compare different virtual community definitions and develop a working definition and suggest adoption of virtual community classifications, and investigate the extent of the adoption of informatics in these communities using a survey 200 virtual communities.
Abstract: Divergent opinions exist on the basic understanding of the concept, virtual community. This study offers a working definition by examining different definitions, and proposes adoption of virtual community classifications. It also includes a summary of research conducted in the field. The research categorizes the different stages in virtual community growth to show the transition of research in this area. The results illustrate a paucity of technology development studies. We also investigate the extent of the adoption of informatics in these communities using a survey 200 virtual communities. The results indicate that discussion forum is the most popular tool adopted in virtual communities. The integration of the research review and tool adoption survey contributes to the generation of an agenda to direct future virtual community research. INTRODUCTION With the exponential growth of the virtual community, more and more studies have been conducted on how virtual communities affect living standards by providing functions for relationship building and knowledge sharing (Baranski 1997; Bieber et al. 2002; Blase 2000; Brown 2000; Siwolop 1997). Nevertheless, little consensus has been reached on basic concepts such as definitions and classifications of the virtual community. Without such underlying concepts, researchers use a variety of meanings for the same terms. The various classifications proposed by different researchers prevent the adoption of a standard terminology. Also, the existing literature shows that virtual community research is lacking and is being ignored in the most prestigious journals. This implies that virtual community research has not yet reached a mature stage and opens opportunities for future study. From a practical point of view, a virtual community provides access for engaging in common activities, sharing feelings, or discussing ideas with others. The current practice is to build web sites and allow people to register as members who can then share information or feelings virtually. However, the tools that virtual community web sites are using to assist in relationship building and knowledge sharing are of dubious value. As the virtual community becomes more popular, researchers need to be aware of what is happening in the theoretical aspects as well as practical developments and consideration of research opportunities that exist. We develop four research questions based on the problems mentioned above: 1. What is our proposed working definition of the virtual community? 2. What are the classifications of virtual community and how can they be adopted in different situations? 3. What are the tools currently adopted in virtual communities and expectations for their functionalities? 4. What suggestions can we make about future research about virtual communities? In this paper, we compare different virtual community definitions and develop a working definition. We then describe different classifications of virtual community and suggest selective adoption based on different situations. We identify existing research on virtual community, and demonstrate the lack of technology development studies. Next, we examine virtual community from a practical point of view to reflect on what is actually happening in this area. On the practical side, we conduct a survey on internet tools used in 200 virtual community web sites, and provide suggestions for how these tools can provide support. The results of the survey indicate that discussion forum is the most popular virtual community tool. Finally, integration of research summary and survey findings contributes to a research agenda for directing future virtual community research with the technology development focus. This is a review and a research agenda paper about the virtual community. We first propose a working definition of virtual community and suggest circumstances where different virtual community classifications could be applied. …

Journal ArticleDOI
TL;DR: In this paper, a case study of an international subsidiary was conducted to explore the extent to which knowledge sharing is dependent on national culture and found that language differences can create knowledge blocks and cross-cultural differences can explain the direction of knowledge flows.
Abstract: Organizational culture has been shown to influence the success of knowledge management practices Hofstede's theory specifies that organizational culture is not independent of national culture A case study of an international subsidiary was conducted to explore the extent to which knowledge sharing is dependent on national culture Results indicate that language differences can create knowledge blocks, and cross-cultural differences can explain the direction of knowledge flows

Journal Article
TL;DR: In this article, the authors discuss existing research and develop a theoretical model of factors that affect knowledge sharing in online communities, and increase our understanding of the antecedents to knowledge sharing.
Abstract: Information Technology is no longer regarded solely as a repository within knowledge management but also as a collaborative tool. This change of role gives rise to online communities (OLCs), which extend the loci of existing communities of practice. To leverage the potential of these communities, organisations must understand the mechanisms underpinning members' decisions to share knowledge and expertise within the community. This paper discusses existing research and develops a theoretical model of factors that affect knowledge sharing in OLCs. The aim is to increase our understanding of the antecedents to knowledge‑sharing in OLCs.

Journal ArticleDOI
TL;DR: In this paper, the authors consider the contribution that human resource management practices can make in mediating a functionally based organizational structure and culture in a global pharmaceutical company and highlight employees' unwillingness to share knowledge with others as crucial in determining the contribution human resource practices make to managing knowledge.
Abstract: There is a gap in understanding the implications for human resource management practices of the rising interest in managing knowledge (Scarbrough and Carter, 2000). As a response, this paper takes an organizational learning perspective to reflect more critically upon the problems of managing knowledge. In particular, it highlights employees' unwillingness to share knowledge with others as crucial in determining the contribution human resource practices can make to managing knowledge ( Alvesson and Karreman, 2001; Easterby-Smith et al., 2000; Hayes and Walsham, 2000; Mueller and Dyerson, 1999; Pritchard et al., 2000; Willmott, 2000). Specifically, the paper considers the contribution that human resource management practices can make in mediating a functionally based organizational structure and culture in a global pharmaceutical company.

Journal ArticleDOI
TL;DR: A generic knowledge management implementation framework is proposed and should provide the building blocks necessary to further understand and develop knowledge management initiatives.

Journal ArticleDOI
TL;DR: The self-managed work team is an organizational structure that is much used by companies today as mentioned in this paper, and it is put forward as the most appropriate setting for the creation and transfer of knowledge, while p...
Abstract: The self-managed work team is an organizational structure that is much used by companies today. It is put forward as the most appropriate setting for the creation and transfer of knowledge, while p...

Journal ArticleDOI
TL;DR: In this paper, the authors present a community perspective on managing knowledge in project environments, focusing on reflection, participation, and learning in the context of cross functional teams, and making sense of learning landscapes in project-based organizations.


Journal ArticleDOI
TL;DR: The authors examined how firms choose organizational form for their R&D alliances and found that firms more likely select an equity joint venture as partner knowledge bases diverge and knowledge transfer becomes more difficult.
Abstract: This study examines how firms choose organizational form for their R&D alliances. Encouraging cooperation in these alliances is often challenging, given the difficulties in knowledge sharing between partners and protecting the property rights over partner knowledge. Interestingly, knowledge based and transaction cost perspectives generate different hypotheses on alliance organization choice in this setting. When partner knowledge bases are very different, the risk of unintended transfer or leakage is reduced, yet the need for enhanced communication and knowledge sharing mechanisms remains undiminished. With a sample of 232 R&D alliances, I find more thorough support for the transaction cost hypothesis. Firms more likely select an equity joint venture as partner knowledge bases diverge and knowledge transfer becomes more difficult. When such knowledge bases are very different, however, firms are less likely to choose an equity joint venture over more contractual forms of alliance organization. Thus, these results provide empirical evidence on alliance organization choice and also have important implications for the fundamental question of why firms exist.

Journal ArticleDOI
01 Jul 2003
TL;DR: A design of a knowledge management system called KnowledgeScope is proposed that addresses problems through an integrated workflow support capability that captures and retrieves knowledge as an organizational process proceeds and a process meta-model that organizes that knowledge and context in a knowledge repository.
Abstract: Knowledge repositories have been implemented in many organizations, but they often suffer from non-use. This research considers two key design factors that cause non-use: the extra burden on users to document knowledge in the repository, and the lack of a standard knowledge structure that facilitates knowledge sharing among users with different perspectives. We propose a design of a knowledge management system called KnowledgeScope that addresses these problems through (1) an integrated workflow support capability that captures and retrieves knowledge as an organizational process proceeds, i.e., within the context in which it is created and used, and (2) a process meta-model that organizes that knowledge and context in a knowledge repository. In this paper, we describe this design and report the results from implementing it in a real-life organization.

Journal ArticleDOI
TL;DR: A new concept named “way of achievement” is proposed as a key concept for capturing functional knowledge representing achievement relations among functions and development of a design supporting system using the systematized knowledge, called a functional way server.
Abstract: In conceptual design of engineering devices, a designer decomposes a required function into sub-functions, so-called functional decomposition, using a kind of functional knowledge representing achievement relations among functions. However, such knowledge about functionality of engineering devices is usually left implicit because each designer possesses it. Even if such knowledge is found in documents, it is often scattered around technical domains and lacks consistency. Aiming at capturing such functional knowledge explicitly and sharing it in design teams, we discuss its systematic description based on functional ontologies which provide common concepts for its consistent and generic description. We propose a new concept named “way of achievement” as a key concept for capturing such functional knowledge. Categorization of typical representations of the knowledge and its organization as is-a hierarchies are also discussed. The generic concepts representing functionality of a device in the functional knowledge are provided by the functional concept ontology, which makes the functional knowledge consistent and applicable to other domains. We also discuss development of a design supporting system using the systematized knowledge, called a functional way server. It helps human designers redesign an existing engineering device by providing a wide range of alternative ways of achievement of the required function in a manner suitable for the viewpoint of each designer and then facilitates innovative design.

Journal ArticleDOI
TL;DR: In this paper, the authors explore the role of line managers facilitating creation and transfer of tacit knowledge in teams, summarise barriers concerning the transfer of knowledge between individuals and teams, and finally outline the importance of developing line managers as facilitators.
Abstract: As human resource management (HRM) and knowledge management are still new areas of research, if we assume the co‐existence of strategic integration, and devolution of HRM responsibilities to line managers, then we can see that an organisation's strategic intent could be to maximise the contribution of employee's knowledge and skills, through creating competitive advantage by utilising human capital. The challenge of “capturing” employee's tacit knowledge, to facilitate its transfer into organisational competence for today's organisations remains paramount. Competitive business pressures are leading to streamlined organisational structures, flatter management layers, adoption of team‐working processes and employee empowerment, which offers line managers a key role in contributing to strategic HRM outcomes by encouraging knowledge sharing in teams. Reviews and discusses the impact of such devolved HR responsibilities on the role of line managers. Intends to: explore the role of line managers facilitating creation and transfer of tacit knowledge in teams; summarise barriers concerning the transfer of tacit knowledge between individuals and teams; and finally outline the importance of developing line managers as facilitators. Aims to construct an agenda outlining future research in this field.

Proceedings ArticleDOI
09 Jun 2003
TL;DR: Issues of knowledge creation, knowledge conversion and transfer, continuous learning, competence management and team composition, and experience repositories and other tools for knowledge dissemination are examined.
Abstract: This paper presents a comparative analysis of knowledge sharing approaches of agile and Tayloristic (traditional) software development teams. Issues of knowledge creation, knowledge conversion and transfer, continuous learning, competence management and team composition are discussed. Experience repositories and other tools for knowledge dissemination are examined.