Journal articles: 'Knowledge sharing barriers'

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Patalas-Maliszewska, Justyna. "Knowledge sharing barriers in the Polish manufacturing companies." JOURNAL OF INTERNATIONAL STUDIES 7, no. 1 (May 20, 2014): 27–34. http://dx.doi.org/10.14254/2071-8330.2014/7-1/2.

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Cleveland, Simon, and Timothy J. Ellis. "Rethinking Knowledge Sharing Barriers." International Journal of Knowledge Management 11, no. 1 (January 2015): 28–51. http://dx.doi.org/10.4018/ijkm.2015010102.

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The current work force will not only lose 3.6 million “baby boomers” by 2020, but also a substantial organizational knowledge. Presently, there is a gap in understanding how to promote effective organizational knowledge sharing due to the limited awareness of factors that inhibit knowledge sharing behaviors. The focus of this article is to explore the most commonly noted barriers to employees' knowledge seeking and knowledge contributing practices and extract potential factors that influence these barriers. A content analysis study is performed on 103 knowledge management articles from ten computer and information science databases. The results demonstrate a clear division between the barriers limiting each specific behavior: knowledge seeking behaviors depend largely on the time availability of knowledge seekers, while poor communication skills and lack of trust appear to be the major inhibitors to knowledge contribution. Three main factors were found to influence these barriers: role conflict, role ambiguity and locus of control. The findings are consistent with the information foraging and social exchange theories. Implications for future research are proposed.

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Sharma, B. P., and M. D. Singh. "Modeling the Knowledge Sharing Barriers." International Journal of Knowledge-Based Organizations 5, no. 1 (January 2015): 16–33. http://dx.doi.org/10.4018/ijkbo.2015010102.

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In the knowledge-based economy, the survival and growth of the engineering industries depends upon the knowledge management (KM). In the present environment, KS is the corner stone of the KM. Some variables hinder KS in the industries are known as knowledge sharing barriers (KSBs). The objective of this paper is to identify and recognize the critical KSBs and their mutual influences in the industries. The interpretive structural modeling (ISM) methodology has been used to develop hierarchy of the identified KSBs evolving their mutual relationships. Identified KSBs at the root of the hierarchy (called driving KSBs) and at the top of the hierarchy (called dependent KSBs). It is observed that two KSBs namely “lack of top management commitment” and “KM is not well understood” have highest driving power. Therefore, these KSBs require serious attention by the managers in the engineering industries. The study concludes with discussion and managerial implications.

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Gouldsboro, Julia. "Breaking down barriers by sharing knowledge." Early Years Educator 19, Sup4 (August 2, 2017): 29–31. http://dx.doi.org/10.12968/eyed.2017.19.4.29.

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McDermott, Richard, and Carla O’Dell. "Overcoming cultural barriers to sharing knowledge." Journal of Knowledge Management 5, no. 1 (March 2001): 76–85. http://dx.doi.org/10.1108/13673270110384428.

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Wendling, Marcelo, Mírian Oliveira, and Antonio Carlos Gastaud Maçada. "Knowledge sharing barriers in global teams." Journal of Systems and Information Technology 15, no. 3 (August 9, 2013): 239–53. http://dx.doi.org/10.1108/jsit-09-2012-0054.

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Nadason, Saravanan, Ram Al-Jaffri Saad, and Aidi Ahmi. "Knowledge Sharing and Barriers in Organizations." Indian-Pacific Journal of Accounting and Finance 1, no. 4 (October 1, 2017): 32–41. http://dx.doi.org/10.52962/ipjaf.2017.1.4.26.

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The purpose of this paper is to understand the barriers that give impact towards the knowledge sharing between individuals in organizations. Knowledge sharing became the significant part of many organizations’ knowledge-management strategy. Even though the knowledge sharing is signifying practice for organizations’ competitiveness directly and market performance indirectly, several barriers make it difficult for knowledge management to achieve the goals and deliver a positive return on investment (ROI). The barriers were identified through few literature reviews. The findings of previous studies revealed that there are so many factors that are affecting the knowledge sharing in organizations. This paper provides the review of major factors that influence knowledge sharing in organizations which are the individuals, culture, technology and organizational barriers.

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Yeşil, Salih, and Bengü Hırlak. "An Empirical Investigation into the Influence of Knowledge Sharing Barriers on Knowledge Sharing and Individual Innovation Behaviour." International Journal of Knowledge Management 9, no. 2 (April 2013): 38–61. http://dx.doi.org/10.4018/jkm.2013040103.

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Knowledge sharing barriers reduce the propensity of individuals to share knowledge and produce innovation behaviour. Thus, identifying barriers and their impact on knowledge sharing and individual innovation behaviour is a potential research area to study. Considering lack of studies in the literature, this study provides further evidence regarding the implications of knowledge sharing barriers in the workplace. Data was collected from eighty three academic staff in a higher education institution and analysed with Smart PLS. The results showed that organisation related knowledge sharing barriers are negatively related to knowledge collecting and knowledge donating. The result also indicates that individual knowledge sharing barriers have negative effect on individual innovation behaviours. There was no link found in this study between knowledge sharing and individual innovation behaviour. These findings provide empirical evidence to the further development of knowledge management and innovation research, and insights regarding how to better implement knowledge sharing and foster innovation behaviour in organisations.

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Probodha, Jayani, and Shanmuganathan Vasanthapriyan. "Analysis of Knowledge Sharing Barriers in Sri Lankan Software Companies." International Journal of Knowledge Management 15, no. 4 (October 2019): 78–93. http://dx.doi.org/10.4018/ijkm.2019100105.

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Knowledge sharing is a vital factor for the success of organizations, mainly for the knowledge-intensive organizations such as software companies. This study aims to investigate the status of the knowledge sharing attitude and the existing knowledge sharing barriers in Sri Lankan software companies. The Theory of Planned Behaviour is applied as the basis of this study and assessed ten hypothesized associations among dependent variable; attitude for knowledge sharing (AT); and independent variables; motivation and willingness (MW), trust among individuals (TR), time (T), power relationship (PR), expected reciprocity (ER), communication skills (CS), organizational culture and structure (OS), leadership (LD), reward systems (RS), and technological infrastructure (TI). Measurement model analysis, correlation analysis, and regression analysis were used to analyse the data. The seven factors, which have been identified to have a potentially high significance with knowledge sharing attitude were then considered as the barrier factors, which indicate a high possibility to influence a negative impact on the knowledge-sharing attitude. Meanwhile, acquisition growth was identified to have the highest knowledge-sharing attitude, and the network growth was identified to have the least favourable attitude for knowledge sharing. Findings provide convincing evidence of lack of time, improper organizational structures, PR, language and ER as the main barriers associated with knowledge sharing in software companies. The study suggests some solutions to overcome these barriers and directions for future researchers to conduct their studies.

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Khalil, Omar E. M., and Timothy Shea. "Knowledge Sharing Barriers and Effectiveness at a Higher Education Institution." International Journal of Knowledge Management 8, no. 2 (April 2012): 43–64. http://dx.doi.org/10.4018/jkm.2012040103.

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In most of today’s academic circles, faculty knowledge is rarely shared with colleagues in the same institution in any meaningful or systematic way. This investigation sought answers to two questions regarding the faculty’s perceived knowledge sharing (KS) barriers and the influence that KS barriers may have on KS effectiveness. A data set was collected from seventy-six faculty members. The analysis revealed four key KS barriers, as bounded individual capacity is the most perceived barrier to KS, followed by inadequate organizational capability, fear of knowledge revelation, and knowledge nature. Fear of knowledge revelation was found to be the most influential barrier on KS effectiveness, as it influences three of the four KS effectiveness measures, namely awareness of research activities in one’s department, sharing of research knowledge with others in the institution, and satisfaction with sharing research knowledge with others in the institution. These findings contribute to the growing empirical KS research and provide an appropriate foundation for decision making and policy formulation aiming at fostering KS effectiveness in academe.

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Anand, Apurva, Ravi Kant, and M. D. Singh. "Knowledge sharing in SMEs: modelling the barriers." International Journal of Management and Enterprise Development 12, no. 4/5/6 (2013): 385. http://dx.doi.org/10.1504/ijmed.2013.056441.

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Cabrera, Angel, and Elizabeth F. Cabrera. "Knowledge-Sharing Dilemmas." Organization Studies 23, no. 5 (September 2002): 687–710. http://dx.doi.org/10.1177/0170840602235001.

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The exchange of information among organizational employees is a vital component of the knowledge-management process. Modem information and telecommunication technology is available to support such exchanges across time and distance barriers. However, organizations investing in this type of technology often face difficulties in encouraging their employees to use the system to share their ideas. This paper elaborates on previous research, suggesting that sharing personal insights with one's co-workers may carry a cost for some individuals which may yield, at the aggregate level, a co-operation dilemma, similar to a public-good dilemma. A review of the research on different types of public-good dilemmas provides some indications of the specific interventions that may help organizations encourage the kind of social dynamics that will increase overall knowledge sharing. These interventions can be classified into three categories: interventions aimed at restructuring the pay-offs for contributing, those that try to increase efficacy perceptions, and those that make employees' sense of group identity and personal responsibility more salient.

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Majid, Shaheen, Cendana Desiree Idio, Shuang Liang, and Wen Zhang. "Preferences and Motivating Factors for Knowledge Sharing by Students." Journal of Information & Knowledge Management 14, no. 01 (March 2015): 1550004. http://dx.doi.org/10.1142/s0219649215500045.

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The main objective of this study was to explore students' perceptions of knowledge sharing, their preference for participation in face-to-face and online discussion boards, motivating factors, and barriers to knowledge sharing. A questionnaire was used for data collection and 154 graduate students from two public universities in Singapore participated in this study. It was found that over one-half of the students preferred face-to-face knowledge sharing, 26% preferred participation in study-related online discussion boards (ODBs) and the rest expressed an equal preference for both communication channels. The major motivator for face-to-face knowledge sharing received immediate feedback from peers while the major motivator for online discussion boards was the availability of enough time to conceptualise and express ideas. The major barriers to face-to-face knowledge sharing were shyness and poor language skills, whereas lack of time to read multiple threads was a barrier to participation over study-related online discussion boards.

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Lekhawipat, Watcharee, Yu-Huei Wei, and Chinho Lin. "How internal attributions affect knowledge sharing behavior." Journal of Knowledge Management 22, no. 4 (May 14, 2018): 867–86. http://dx.doi.org/10.1108/jkm-02-2017-0081.

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Purpose The purpose of this paper is to compare the effects of organizational and technological barriers to knowledge sharing between large and small firms through the lens of attribution theory. Design/methodology/approach The structural equation modeling approach was applied to estimate the conceptual model by using survey data from a list of Taiwan’s top 1,000 manufacturing and 500 service companies. A total of 229 valid questionnaires were collected. Findings The empirical results show that both organizational and technological barriers have relationships with an individual’s effort and ability with regard to knowledge sharing behavior. When organizational barriers occur, the perceived lack of effort has a direct effect on knowledge sharing behavior for large firms, while negative sharing behavior among employees of small firms is influenced by the perception of low ability through the perceived lack of effort. Originality/value A review of the literature reveals organizational and technological barriers that lead to the negative influences of internal attributions on knowledge sharing. This study, therefore, contributes to a comprehensive perspective on how to encourage knowledge sharing behavior at different sizes of firms.

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Karagoz, Yakub, Naomi Whiteside, and Axel Korthaus. "Context matters: enablers and barriers to knowledge sharing in Australian public sector ICT projects." Journal of Knowledge Management 24, no. 8 (July 24, 2020): 1921–41. http://dx.doi.org/10.1108/jkm-12-2019-0691.

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Purpose This paper aims to extend the theory relating to knowledge sharing barriers and enablers in the public sector information and communication technology (ICT) project context. Design/methodology/approach A case study method was used whereby project managers from each of the seven departments of the Victorian Public Sector in Australia were interviewed about their knowledge sharing practice. A semi-structured interview instrument based on Riege’s (2005) barrier framework was used to explore the barriers to knowledge sharing that they experienced as part of their work. Findings The study found that many of Riege’s (2005) barriers did not apply in the public sector ICT project environment, demonstrating that context matters. In addition, five enablers were identified, resulting in a new model of enablers and barriers to knowledge sharing in public sector ICT projects. Research limitations/implications This study focuses on a single case, the Victorian Public Sector, and consequently the results are not generalisable. Future research should explore the applicability of the model in other public sector ICT project contexts. Practical implications The study highlights the relationship between knowledge sharing and the project manager and the role it plays in project delivery. The model presented provides a starting point for public sector practitioners to develop their knowledge sharing practice, potentially enhancing project outcomes in the process. Originality/value This study examines barriers to knowledge sharing in an under-researched context, that of the public sector ICT project environment. It builds on current theory and provides insights for practitioners in the public sector.

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Vuori, Vilma, Nina Helander, and Sari Mäenpää. "Network level knowledge sharing: Leveraging Riege’s model of knowledge barriers." Knowledge Management Research & Practice 17, no. 3 (December 28, 2018): 253–63. http://dx.doi.org/10.1080/14778238.2018.1557999.

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Prasetyo, Yulius Aldo Bima, and Tutuk Ari Arsanti. "Sharing of Knowledge: Hambatan Keterlibatan Mahasiswa dalam Diskusi." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 1. http://dx.doi.org/10.30588/jmp.v7i1.319.

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<p><span class="fontstyle0">Knowledge sharing is an important process in the development of knowledge, especialy for higher education such as universities. Knowledge sharing process can happen to students in the form of discussion. However, in the process there are several factors that hamper the process of discussion among students. This study aims to find and identify the barriers that exist in the process of discussion. Sources of data are primary obtained initially </span>through observation then through interviews on 17 students of management program. The results of this study indicate the existence of some barriers that inhibit the process of discussion in the classroom. The barriers found in this study are identified as barriers of individual and organizational factors.</p>

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ROSEN, BENSON, STACIE FURST, and RICHARD BLACKBURN. "Overcoming Barriers to Knowledge Sharing in Virtual Teams." Organizational Dynamics 36, no. 3 (January 2007): 259–73. http://dx.doi.org/10.1016/j.orgdyn.2007.04.007.

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Boreux, Virginie, Julia Born, and Michael J. Lawes. "Sharing Ecological Knowledge: Opportunities and Barriers to Uptake." Biotropica 41, no. 5 (September 2009): 532–34. http://dx.doi.org/10.1111/j.1744-7429.2009.00574.x.

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Rivera‐Vazquez, Juan C., Lillian V. Ortiz‐Fournier, and Felix Rogelio Flores. "Overcoming cultural barriers for innovation and knowledge sharing." Journal of Knowledge Management 13, no. 5 (September 11, 2009): 257–70. http://dx.doi.org/10.1108/13673270910988097.

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Riege, Andreas. "Three‐dozen knowledge‐sharing barriers managers must consider." Journal of Knowledge Management 9, no. 3 (June 2005): 18–35. http://dx.doi.org/10.1108/13673270510602746.

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Ong, Hway-Boon, Peik-Foong Yeap, Siow-Hooi Tan, and Lee-Lee Chong. "Factors Influencing Knowledge Sharing among Undergraduate Students." Industry and Higher Education 25, no. 2 (April 2011): 133–40. http://dx.doi.org/10.5367/ihe.2011.0035.

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Knowledge sharing can enhance learning and help to build the knowledge workforce. This paper reports on a study of knowledge sharing behaviour among undergraduate students in Malaysia. Knowledge sharing was found to be influenced by the mechanisms used, various barriers to communication and the motivations behind knowledge sharing. The mechanisms include online communication, social interaction, off-campus activities and learning activities. It was found that problems with information and communications technology (ICT), lack of self confidence, external constraints, self-centredness and social attributes can create barriers to knowledge exchange. It is concluded that the motivation to share knowledge appears to be affected by relationships, rewards and the level of satisfaction with knowledge sharing activities.

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Lee, Chu Keong, and Suliman Al-Hawamdeh. "Factors Impacting Knowledge Sharing." Journal of Information & Knowledge Management 01, no. 01 (March 2002): 49–56. http://dx.doi.org/10.1142/s0219649202000169.

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Knowledge sharing is the deliberate act in which knowledge is made reusable through its transfer from one party to another. It is considered one of the main pillars of knowledge management. For a knowledge management initiative to succeed, a knowledge-sharing culture needs to be created and nurtured within the organisation. Since knowledge is power and no one is willing to give it away freely, there is a need to create a knowledge-sharing environment which takes into account the social and economic factors that influence knowledge sharing. In this paper, we look at the existing knowledge-sharing frameworks and propose a new one that takes into consideration the social and economic issues that might affect knowledge sharing within the organisation. The framework attributes the impact to five factors: the actors participating in the knowledge-sharing activity, the knowledge being shared, the channel used, the organisation concerned and the broader environmental factors. Specific barriers for each of the five sources are suggested.

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Mulder, Femke. "Governing the Humanitarian Knowledge Commons." Politics and Governance 8, no. 4 (December 10, 2020): 407–20. http://dx.doi.org/10.17645/pag.v8i4.3138.

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Humanitarians and bureaucrats who are mandated to work together in complex emergencies face many challenges, especially in settings marked by conflict and displacement. High on the list of challenges are barriers to sharing knowledge freely. These barriers include (self)censorship, contested framings and priorities, deliberate ICT black-outs, and the withholding (or not collecting) of mission-critical information. These barriers exacerbate the gaps in knowledge sharing that occur as a result of a lack of time or capacity. This article conceptualises crisis knowledge as a ‘commons’: a shared resource that is subject to social dilemmas. The enclosure of the knowledge commons—brought about by the barriers outlined above—hampers daily operations as well as efforts to improve the situation in the long term. Trust is key to effective commons governance, as actors need to sacrifice personal benefits (e.g., control over information) for a collective good (e.g., shared learning). Knowledge and trust are deeply interlinked, as shared ways of knowing (alignment) foster trust, and trust fosters the sharing of knowledge. Given the hierarchical nature of humanitarian relationships, this article explores how power and networks shape this dynamic. It focuses on the humanitarian response to the 2018 Guji-Gedeo displacement crisis in the south of Ethiopia. It presents a qualitative analysis of how the governance arrangements that marked this response shaped emergency operations centres’ ability to manage the local knowledge commons effectively. It shows how in Guji-Gedeo, these arrangements resulted in a clustering of trust that strengthened barriers to knowledge sharing, resulting in a partial enclosure of the knowledge commons.

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Senthil Velmurugan, Manivannan, Narayanasamy Kogilah, and Rasiah Devinaga. "Knowledge Sharing in Virtual Teams in Malaysia: Its Benefits and Barriers." Journal of Information & Knowledge Management 09, no. 02 (June 2010): 145–59. http://dx.doi.org/10.1142/s0219649210002590.

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This paper examines the benefits of knowledge sharing in virtual teams of companies in Malaysia. The paper also looks into the barriers that prevent or prohibit the practice of knowledge sharing in virtual teams within an organisation. There are basically three types of barriers discussed in this paper, which restrict knowledge sharing through virtual teams. A questionnaire administered through email was used to collect data. Our sample includes 20 companies operating in Malaysia. The results show how virtual teams encourage all employees in the organisation to participate in knowledge sharing activities. However, some significant findings provided important information on whether companies perceived knowledge sharing as vital to their success. Furthermore, several ideas have been suggested as a way to overcoming some of the barriers to knowledge sharing in virtual teams within organisations in Malaysia.

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Akgün, Ali E., Halit Keskin, Hayat Ayar, and Zeki Okunakol. "Knowledge sharing barriers in software development teams: a multiple case study in Turkey." Kybernetes 46, no. 4 (April 3, 2017): 603–20. http://dx.doi.org/10.1108/k-04-2016-0081.

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Purpose Changing customer demands, needs and desires; emerging technologies; and increasing competition among firms force software development teams to develop and then implement new software projects to satisfy their customers and become more competitive in their marketplace. In this respect, knowledge sharing is critical for project success. However, although knowledge sharing among team members has been investigated by many researchers, knowledge sharing barriers among people have rarely been addressed in project teams in general and software development teams in particular. Thus, the purpose of this study is to investigate knowledge sharing barriers in the software development team context and develop solutions that can overcome these barriers. Design/methodology/approach An exploratory multiple case design was used to explore why software team members in Turkey may be reluctant to share knowledge. In this study, the authors conducted 18 in-depth and on-site semi-structured interviews and then employed content analysis, which uses a set of procedures to make valid inferences from text, to discover knowledge sharing barriers. Findings By interviewing 18 Turkish project team managers, the authors identified knowledge-, individual- and organization-related knowledge sharing barriers among team members. They also demonstrated solutions for the knowledge sharing hesitation among team members based on the experiences of project team managers. Research limitations/implications Some methodological limitations exist in this study. Specifically, the generalizability of the sampling limits the study, which was conducted in a specific national context, Turkish firms in general and the Istanbul district in particular. It is important to note that readers should be cautious when generalizing the results to different cultural contexts. In this regard, a Turkish sample involving the Istanbul district, like that of any culturally bound research, imposes some constraints on the interpretation and application of the results. The study was conducted with in-depth interviews of only 18 managers working in seven companies. Also, this study was performed on system development teams. The results should be confirmed with more samples and different project sets. Practical implications In this study, the authors discover the reasons for knowledge sharing reluctance among team members and some solutions that will eliminate knowledge sharing problems by using case studies. The results show that the reluctance of team members arises from obstacles, which are knowledge-, individual- and organization-related. Also, the conclusions demonstrate that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions. Originality/value The present study investigated whether reluctance to share knowledge derives not only from individual barriers but also from organization- and knowledge-related barriers in a project team context. The authors discovered that knowledge sharing barriers can be resolved by establishing project leadership, creating a knowledge sharing culture and considering team members’ emotions.

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Memon, Muhammad Abdul Basit. "A Qualitative Research On Individual Barriers to Knowledge Sharing: Causes and Remedies A Health-Care Sector Based Study." IBT Journal of Business Studies 14, no. 2 (2018): 77–89. http://dx.doi.org/10.46745/ilma.jbs.2018.14.02.07.

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Management and sharing of knowledge has been among the top most strategic priorities of the organizations, due to its generally acknowledged role toward the improvement of organizational performance, accomplishment of organizational goals and achievement of competitive advantage. However, most of the organizations, despite spending huge budgets on the implementation of quality knowledge management systems, fail to enjoy the benefits of knowledge sharing due a number of individual organizational and technological barriers that impede the successful sharing of knowledge. Hence, it seems extremely important to understand the factors that impede the knowledge sharing and foil the successful implementation of knowledge management systems. This study has been conducted to empirically investigate the individual barriers to knowledge sharing. Based on 75 qualitative interviews within three health-care organizations of the capital of Pakistan, this research has identified unwillingness to share, lack of motivation, time deficiency, absence of trust, cultural dissimilarity and lack of a common language as some of the most significant individual barriers to knowledge sharing. This study has not only identified the barriers, but, also the remedies to knowledge sharing in the light of the recommendations from the interviewees.

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Chmielecki, Michał. "Culture as a barrier of knowledge sharing." Journal of Intercultural Management 5, no. 2 (June 1, 2013): 101–11. http://dx.doi.org/10.2478/joim-2013-0013.

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Abstract Management in last decades has seen knowledge sharing become a key tool for the success of a variety of institutions. Many international companies and other organizations have developed knowledge management programs as key to their future development strategies. There are number of international organizations that have identified knowledge sharing as one of their core management tools. Yet despite its growing popularity, knowledge sharing remains a complex and challenging task. This article discusses what cultural barriers can impede knowledge sharing processes

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Van Ta, Canh, and Suzanne Zyngier. "Knowledge Sharing Barriers in Vietnamese Higher Education Institutions (HEIS)." International Journal of Knowledge Management 14, no. 1 (January 2018): 51–70. http://dx.doi.org/10.4018/ijkm.2018010104.

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This article explores the barriers for sharing knowledge effectiveness in Vietnamese higher education institutions (HEIs). Data were analyzed and triangulated from interviews, and focus groups from different universities and from government and university websites. Three significant factors were identified: bureaucratic management causing a lack of autonomy in decision-making, poor knowledge management systems, and weak individual absorptive capacity. The results demonstrate these three factors as a significant influence on academic staff to share absorb and create new knowledge measured by journal publication output, and graduate quality. The research findings provide insights on the Vietnamese higher education landscape in the transition from a centralized economy to a market economy.

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Okoroafor, Hani. "The barriers to tacit knowledge sharing in franchise organizations." Knowledge Management Research & Practice 12, no. 1 (February 2014): 97–102. http://dx.doi.org/10.1057/kmrp.2013.30.

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Rafique, Ghulam Murtaza, and Mumtaz A. Anwar. "Barriers to Knowledge Sharing among Medical Students in Pakistan." Journal of Hospital Librarianship 19, no. 3 (July 3, 2019): 235–47. http://dx.doi.org/10.1080/15323269.2019.1628566.

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MOHAJAN, Haradhan Kumar. "Knowledge Sharing among Employees in Organizations." Journal of Economic Development, Environment and People 8, no. 1 (March 21, 2019): 52. http://dx.doi.org/10.26458/jedep.v8i1.612.

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Knowledge is considered as the basis for developing sustained long-term competitive advantage for every organization. In the 21st century every organization becomes knowledge based for the sustainable development. Knowledge sharing is an important instrument that turns individual knowledge into group organizational knowledge. It is one of the main knowledge processes in a present dynamic and competitive era for the development of organizations. The knowledge sharing practice plays a remarkable role in the development and innovation in many areas of organizations. In this paper an attempt has been taken to discuss techniques, barriers and benefits of knowledge sharing in organizations.

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Putri, Nuril Kusumawardhani Soeprapto. "Akuisisi dan Budaya Knowledge Sharing." ComTech: Computer, Mathematics and Engineering Applications 2, no. 1 (June 1, 2011): 505. http://dx.doi.org/10.21512/comtech.v2i1.2795.

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Large companies which are experiencing barriers in innovation often take a radical step to acquire knowledge, namely acquisition. Though innovation is not the only reason, acquisition will result in the company wishes to achieve competitive advantage affected by the creation of ideas, creativity and innovation. The three points can be achieved more easily when the knowledge sharing within the organization / company runs well. However, the acquisition maybe impacts as a counter-attack for the knowledge sharing culture both in the acquisitor and and company which obtains the acquisition. Therefore, a key to succeed the acquisition is a sharing culture among individuals within a company that runs well or even better. Individuals from the acquisitor and those of the company that obtains the acquisition can adapt to each other and have confidence in order not to hinder them to share knowledge. This study discusses in detail the potential impacts of an acquisition upon a knowledge sharing culture in a company.

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Solli-Sæther, Hans, and Jan Terje Karlsen. "Enablers and Barriers of Knowledge Sharing for Offshore Outsource ISD Project." International Journal of Information Technology Project Management 5, no. 2 (April 2014): 44–59. http://dx.doi.org/10.4018/ijitpm.2014040104.

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Many firms increase their flexibility and raise their information systems development (ISD) capacity by exploiting qualified personnel in low cost countries. Since ISD is a knowledge-intensive activity, knowledge sharing is particularly critical in an offshore outsourcing context. The purpose of this study is to investigate effects of enablers and barriers to knowledge sharing in offshore ISD projects. This research is important, as there is a need to understand knowledge organizations case by case to develop effective and contingent strategies to increase knowledge sharing. The empirical data are based on a qualitative case study with in-depth interviews following a semi-structured approach. In this research we investigate a Norwegian based information systems service provider and their offshoring of ISD to Bangladesh. The paper contributes to understanding the role and specific challenges of knowledge sharing in offshoring ISD projects. The empirical results showed that structural as well as political, cultural and personal enablers play an essential role in facilitating knowledge sharing. The role of the Scrum methodology, in particular, with its daily Scrum meeting should be underlined because it enables coordination, communication and knowledge sharing between the parties. Additionally, several key barriers hindering knowledge sharing were discovered such as lack of direct personal interaction, time differences, poor infrastructure, cultural heterogeneity, and different personalities.

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Au, Alan K. M., and Matthew C. H. Yeung. "Chinese Cultural Values and Knowledge Sharing." International Journal of Knowledge Society Research 5, no. 1 (January 2014): 60–68. http://dx.doi.org/10.4018/ijksr.2014010105.

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In order to address the growing economic and social pressures of the 21st Century, Chinese must build solid foundations for a knowledge-based economy. However, knowledge sharing is relatively uncommon in Chinese communities and there has been little success in understanding the motivations and barriers of knowledge sharing in the Chinese context and thus there appears to be no systematic way to analyze the obstacles to information sharing among Chinese. In possession of Chinese cultural values has been commonly regarded as the reason for knowledge hoarding among Chinese. The present study examines whether or not Chinese's Confucian philosophy is responsible for the reluctance of knowledge sharing.

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Li, Qian, and Yuanfei Kang. "Knowledge Sharing Willingness and Leakage Risk: An Evolutional Game Model." Sustainability 11, no. 3 (January 23, 2019): 596. http://dx.doi.org/10.3390/su11030596.

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Prior research of knowledge sharing between firms mainly focuses on enabling factors, such as benefits resulting from knowledge sharing, leading to an overlook at barriers. Guided by transaction cost economics and social exchange theory, our study constructed an evolutional game model to analyse the dynamic evolution process of the firm’s knowledge sharing behaviour in a setting of supply chain networks. Using a simulation in our game model, we firstly reveal how a long-term strategy for supply chain partners towards knowledge sharing is determined through reaching an equilibrium between enabling factors (revenue gained in various forms) and impeding factors (knowledge leakage) in a dynamic process. Secondly, our analysis demonstrates that the competition or rivalry side of the “co-opetition” relationship acts as the major barrier for knowledge sharing due to the sharer’s concern of knowledge leakage. Thirdly, our model has identified knowledge relevancy as the inherent property of knowledge and the firm’ ability of knowledge inference as two important factors influencing knowledge leakage.

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Al Hawamdeh, Nayel, and Malek Al-edenat. "Determinants of Barriers to Knowledge Sharing in the Jordanian Hospitality Industry." International Business Research 12, no. 7 (June 24, 2019): 121. http://dx.doi.org/10.5539/ibr.v12n7p121.

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As well as to examine the differences in attitude of respondents in regard to their demographic characteristic, the purpose of this research is to identify the main barriers to Knowledge Sharing (KS) within the Jordanian hospitality industry; a quantitative approach has been adopted in order to achieve these research objectives, the data being collected via the questionnaire. The sample of this research consisted of 273 managers and employees within ten top hotels in Jordan and the researcher implemented the Statistical Analysis Package (SPSS) so as to analyse the data, the descriptive statistics, mathematical averages, and standard deviations being used to identify the main barriers of KS within the Jordanian hospitality industry. The T-test and One-way ANOVA test were additionally used to examine the hypotheses, the study showcasing that individual and organisational barriers were the main barriers to KS within the Jordanian hospitality industry; meanwhile, technology and knowledge nature were not considered as barriers to KS. The results additionally indicated that there were no statistically significant differences between the responses of the sample members at the level of α≤0.05 on the barriers to sharing knowledge from the employees at hospitality industry attributed to the following variables: gender; job; age; years of experiences; qualifications.

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Oliveira, Márcio José Sol Pereira. "For Organizational Communication that Promotes the Sharing of Tacit Knowledge." Risk and Financial Management 2, no. 2 (December 15, 2020): p37. http://dx.doi.org/10.30560/rfm.v2n2p37.

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Objectives - focusing the study's focus on sharing tacit knowledge in non-profit organizations (NPOs) in Portugal and taking as a case study the Portuguese volunteer firefighters (FBs), we listed as objectives ascertaining the main communicational barriers to tacit knowledge sharing and identify action strategies to be implemented by these organizations, with a view to promoting this communication. Design / methodology / approach - A literature review on the barriers to sharing tacit knowledge, namely in its communicational dimension, was followed by a qualitative study, carried out with 8 Portuguese volunteer fire brigades, which allowed an analysis of the prevalence of these barriers and the determination of the main measures to be implemented, with a view to combating them. Conclusions - It was possible to conclude which are the most prevalent communication barriers in these organizations and what measures to be implemented with a view to combating these barriers and promoting the sharing of tacit knowledge by increasing more effective communication. Research limitations - This research focuses exclusively on the sharing of tacit knowledge, not considering other forms of knowledge. As this is a case study, although with very heterogeneous organizations, it cannot be replicated for different realities. Originality / value - Studies in this area, aimed at the NPOs are scarce, as opposed to what happens in the private and public sectors. The case study option of organizations such as the Portuguese FBs, unique in their action and identity, accompanies the need, increasingly recognized by society, in enabling these organizations of competences for the best possible performance, in the face of the tragic events that have occurred in recent years in Portugal.

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Wei Chong, Chin, Yee Yen Yuen, and Geok Chew Gan. "Knowledge sharing of academic staff." Library Review 63, no. 3 (May 27, 2014): 203–23. http://dx.doi.org/10.1108/lr-08-2013-0109.

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Purpose – The aim of this study is to build upon Jain et al.'s (2007) work by investigating the knowledge-sharing barriers and strategies of academic staff in public and private universities in Malaysia which have received relatively little research attention to date. Design/methodology/approach – A survey of 502 questionnaires was collected on both public and private universities in Malaysia. Data were analysed using SPSS. Findings – The overall findings show that private universities are more effective and are more willing to share knowledge. Linking knowledge sharing with non-monetary rewards and fair performance appraisals are strongly recommended in private universities, while monetary rewards, recognitions, publication of knowledge on websites and newsletters and the use of appropriate technology tools and systems are strongly recommended in public universities. Practical implications – Top management in Malaysian public and private universities must play their role and put in more effort to ensure academics have the proper platform and support to share their knowledge. Originality/value – This study is perhaps one of the first to address the comparison between knowledge sharing among lecturers in private and public universities in Malaysia.

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Amin, Nurul Afiqah Hj Nor, Amy Suliza Hasnan, Nurul Nazira Besar, and Mohammad Nabil Almunawar. "Knowledge Sharing Using Web 2.0: Preferences, Benefits and Barriers in Brunei Darussalam's Tertiary Education." International Journal of Asian Business and Information Management 7, no. 4 (October 2016): 1–18. http://dx.doi.org/10.4018/ijabim.2016100101.

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The purpose of this paper is to assess the current knowledge sharing processes in tertiary education in Brunei Darussalam and identify the preferred knowledge sharing activities as well as preferred online applications for the purpose. This study also examined the benefits and barriers of using Web 2.0 as a knowledge sharing platform in tertiary education. A descriptive research method is employed, in which quantitative approach was selected to collect data on the use of Web 2.0 tools for knowledge sharing in tertiary education. This study revealed that respondents highly utilize emails and Web 2.0 applications for knowledge sharing, which are normally provided by their host universities as information and knowledge sharing platforms. Web 2.0 applications, especially social networks, are considered good platforms for sharing knowledge. However, there are some concerns in using Web 2.0 applications for knowledge sharing, mainly in term of privacy issues and reliability of information and knowledge shared due to its high risk of collaborators.

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Sharma, B. P., and M. D. Singh. "Modeling the Metrics of Individual, Organizational and Technological Knowledge Sharing Barriers." International Journal of Knowledge Management 10, no. 1 (January 2014): 43–57. http://dx.doi.org/10.4018/ijkm.2014010103.

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In today's knowledge-based business, knowledge is the only source of competitive advantage for engineering industries. Knowledge sharing plays an important role in the success of knowledge management (KM). Knowledge sharing barriers (KSBs) become obstacles for KM to achieve the goals of the industries. In this paper, three categories of KSBs have been identified such as individual, organizational and technological. The main purpose of this research is to measure the effectiveness of individual, organizational and technological KSBs by the application of an analytical network process (ANP) framework which helps to the managers for taking decision to enhance the successful knowledge sharing in the engineering industries. An ANP framework has been developed with the help of identified determinants, dimensions and enablers to evaluate alternatives such as individual, organizational and technological KSBs. Results indicate that the organizational KSBs have the maximum effect on knowledge sharing followed by technological and individual KSBs.

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Kukko, Marianne. "Knowledge Sharing Barriers of Acquisitioned Growth: A Case Study from a Software Company." International Journal of Engineering Business Management 5 (January 1, 2013): 8. http://dx.doi.org/10.5772/56005.

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Acquisition as a growth strategy is often burdened by subsequent unsatisfactory performance. The literature suggests that a potential cause is mismanagement of knowledge. Such mismanagement may occur if the barriers to knowledge sharing in acquisitioned growth are not adequately understood. Hence, the aim of this study is to improve understanding of the potentially most restrictive knowledge sharing barriers in acquisitioned growth. It does so through a case study in the context of the software business. The findings of the study will help companies with a strategy of growing through acquisitions to better prepare for the challenging task of managing such growth. The paper also contributes to the literature on knowledge management by defining knowledge sharing barriers in the context of acquisitioned growth in the software business. A contribution to growth literature is made by touching on the issue of the management of acquisitions from the perspective of knowledge management, and especially knowledge sharing.

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KASIMU, A. M., and A. F. KOLAWALE. "The Barriers to Knowledge Sharing Practice in Nigerian Construction Firms." International Journal of Advances in Scientific Research and Engineering 5, no. 9 (2019): 26–33. http://dx.doi.org/10.31695/ijasre.2019.33486.

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Kukko, Marianne, and Nina Helander. "Knowledge sharing barriers in networked growth in the software business." International Journal of Business Competition and Growth 3, no. 2 (2013): 105. http://dx.doi.org/10.1504/ijbcg.2013.056484.

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Lilleoere, Anne‐Mette, and Ebba Holme Hansen. "Knowledge‐sharing enablers and barriers in pharmaceutical research and development." Journal of Knowledge Management 15, no. 1 (February 22, 2011): 53–70. http://dx.doi.org/10.1108/13673271111108693.

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Ghobadi, Shahla, and Lars Mathiassen. "Perceived barriers to effective knowledge sharing in agile software teams." Information Systems Journal 26, no. 2 (December 18, 2014): 95–125. http://dx.doi.org/10.1111/isj.12053.

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Solli-Sæther, Hans, Jan Terje Karlsen, and Kim van Oorschot. "Strategic and Cultural Misalignment: Knowledge Sharing Barriers in Project Networks." Project Management Journal 46, no. 3 (June 2015): 49–60. http://dx.doi.org/10.1002/pmj.21501.

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Sołek-Borowska, Celina, and Monika Eisenbardt. "Barriers to Knowledge Sharing for Prosumers and Global Team Employees." e-mentor 80, no. 3 (2019): 58–66. http://dx.doi.org/10.15219/em80.1424.

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Żywiołek, Justyna, Joanna Rosak-Szyrocka, and Borut Jereb. "Barriers to Knowledge Sharing in the Field of Information Security." Management Systems in Production Engineering 29, no. 2 (May 21, 2021): 114–19. http://dx.doi.org/10.2478/mspe-2021-0015.

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Abstract Today, sharing knowledge requires taking into account many aspects. Variable environmental conditions, the people factor, and the security of resources are just a few that should be considered for a noticeable improvement in the functioning of the company. Supporting this course of action requires the identification of all barriers that may exist in the enterprise. Only the owner and senior management by establishing system and organizational changes can influence this element of the business. The aim of the article is to indicate the problems in this respect that block the proper functioning of the company in the field of information and knowledge exchange. The survey was conducted with the help of a questionnaire among 189 respondents. The industry has significantly decreased in the last few decades, currently there are 307 companies operating in Poland. Conclusions from the conducted research were collected on the basis of a questionnaire survey. The further stage of the research will be to compare the collected results with the results from Western European countries.

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Jeenger, Praveen, and Ravi Kant. "Understanding the Knowledge Sharing Barriers in Organisation: A Fuzzy AHP Approach." Journal of Information & Knowledge Management 12, no. 01 (March 2013): 1350003. http://dx.doi.org/10.1142/s0219649213500032.

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The need for successful knowledge sharing is critical for knowledge management (KM). The objective of this study is to identify and measure the perceived importance of knowledge sharing barriers (KSBs) in organisation. These KSBs have been categorised into the six different levels namely strategic, organisational, financial, technological, individual and social-cultural. A fuzzy AHP approach has been used for rankings of these KSBs in organisation. The expert interview was conducted to identify perceptions of the most significant KSBs. This research is an attempt to identify the KSBs that significantly affect knowledge sharing in organisations so that management may effectively deal with these KSBs. The findings of this research can be used for developing an evidence based ranking of KSBs in organisation.

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Journal articles on the topic 'Knowledge sharing barriers'

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