Topic
Knowledge sharing
About: Knowledge sharing is a research topic. Over the lifetime, 18848 publications have been published within this topic receiving 396473 citations.
Papers published on a yearly basis
Papers
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TL;DR: Results from a study of 120 new product development projects in 41 business units of a large multiunit electronics company showed that project teams obtained more existing knowledge from other units and completed their projects faster to the extent that they had short interunit network paths to units that possessed related knowledge.
Abstract: This paper introduces the concept of knowledge networks to explain why some business units are able to benefit from knowledge residing in other parts of the company while others are not. The core premise of this concept is that a proper understanding of effective interunit knowledge sharing in a multiunit firm requires a joint consideration of relatedness in knowledge content among business units and the network of lateral interunit relations that enables task units to access related knowledge. Results from a study of 120 new product development projects in 41 business units of a large multiunit electronics company showed that project teams obtained more existing knowledge from other units and completed their projects faster to the extent that they had short interunit network paths to units that possessed related knowledge. In contrast, neither network connections nor extent of related knowledge alone explained the amount of knowledge obtained and project completion time. The results also showed a contingent effect of having direct interunit relations in knowledge networks: While established direct relations mitigated problems of transferring noncodified knowledge, they were harmful when the knowledge to be transferred was codified, because they were less needed but still involved maintenance costs. These findings suggest that research on knowledge transfers and synergies in multiunit firms should pursue new perspectives that combine the concepts of network connections and relatedness in knowledge content.
1,549 citations
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TL;DR: In this paper, the authors explore how organizations conduct successful internal benchmarking, relating details ranging from requirements for successful transfer to lessons learned, and explore how to apply best practices inside an organization.
Abstract: One of the most effective avenues toward improvement is the process of internal benchmarking—identifying, sharing, and using the knowledge and "best practices" inside one's organization. But the process can be tricky and time consuming because of obstacles such as ignorance about resources or others' needs, a culture that values personal expertise more than knowledge sharing, and a lack of resources for implementation of best practices. This article explores how organizations conduct successful internal benchmarking, relating details ranging from requirements for successful transfer to lessons learned.
1,547 citations
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TL;DR: In this article, the authors surveyed management teams in 102 hotel properties in the United States to examine the intervening roles of knowledge sharing and team efficacy in the relationship between empowering leadership and team performance.
Abstract: We surveyed management teams in 102 hotel properties in the United States to examine the intervening roles of knowledge sharing and team efficacy in the relationship between empowering leadership and team performance. Team performance was measured through a time-lagged market-based source. Results showed that empowering leadership was positively related to both knowledge sharing and team efficacy, which, in turn, were both positively related to performance.
1,470 citations
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29 Nov 1994TL;DR: The Knowledge Query and Manipulation Language (KQML) as mentioned in this paper is a new language and protocol for exchanging information and knowledge, which is used in the ARPA Knowledge Sharing Effort.
Abstract: This paper describes the design of and experimentation with the Knowledge Query and Manipulation Language (KQML), a new language and protocol for exchanging information and knowledge. This work is part of a larger effort, the ARPA Knowledge Sharing Effort which is aimed at developing techniques and methodology for building large-scale knowledge bases which are sharable and reusable. KQML is both a message format and a message-handling protocol to support run-time knowledge sharing among agents. KQML focuses on an extensible set of performatives, which defines the permissible “speech acts” agents may use and comprise a substrate on which to develop higher-level models of interagent interaction such as contract nets and negotiation. In addition, KQML provides a basic architecture for knowledge sharing through a special class of agent called communication facilitors which coordinate the interactions of other agents. The ideas which underlie the evolving design of KQML are currently being explored through experimental prototype systems which are being used to support several testbeds in such areas as concurrent engineering, intelligent design and intelligent planning and scheduling.
1,446 citations
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TL;DR: In this paper, the authors examine the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge sharing, and propose that team-based rewards and company wide incentives (profit sharing, gainsharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing within teams and across work units, respectively.
Abstract: This article examines the role of monetary rewards in encouraging knowledge sharing in organizations through four mechanisms of knowledge sharing. We argue that the system of contributing knowledge to databases is the most amenable to rewards contingent on knowledge sharing behaviors because of opportunities for the reward allocator to measure the knowledge sharing behaviors. In the case of formal interactions within or across teams and work units, while rewards could be made partly contingent on knowledge sharing behaviors as in merit pay, rewards based on collective performance are also likely to be effective in creating a feeling of cooperation, ownership, and commitment among employees. In addition, we propose that team-based rewards and company wide incentives (profit sharing, gainsharing, and employee stock options) would be particularly instrumental in enhancing knowledge sharing within teams and across work units, respectively. In the case of knowledge sharing through informal interactions, the ke...
1,442 citations