Journal articles: 'Share of knowledge'

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Downs, Christian. "Share Your Knowledge." Oncology Issues 28, no. 5 (September 2013): 2. http://dx.doi.org/10.1080/10463356.2013.11883866.

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Donnelly, Thomas M. "Share the Knowledge." Lab Animal 33, no. 9 (October 2004): 7. http://dx.doi.org/10.1038/laban1004-7.

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Young, Judith S. "Share Your Knowledge." Journal of the Dermatology Nurses’ Association 5, no. 1 (2013): 25–29. http://dx.doi.org/10.1097/jdn.0b013e31827d9e95.

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Zhang, Xiao, and Jane Yan Jiang. "With whom shall I share my knowledge? A recipient perspective of knowledge sharing." Journal of Knowledge Management 19, no. 2 (April 7, 2015): 277–95. http://dx.doi.org/10.1108/jkm-05-2014-0184.

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Purpose – The purpose of this study is to examine knowledge-sharing phenomena from the perspective of recipients’ characteristics. Specifically, this study examines the influence of knowledge recipients’ competence, learning attitude and personal relationship with knowledge sharer on knowledge sharers’ willingness to share. Design/methodology/approach – The authors conducted two studies, a scenario experimental study and a field survey study to test their hypotheses about the effects of recipients’ characteristics on knowledge sharers’ willingness to share. Findings – The results revealed that recipients’ characteristics play different roles in different situations (responsive and proactive knowledge sharing) in triggering the knowledge sharers’ motivation to share. In responsive knowledge sharing, a recipient’s learning attitude and personal relationship with the knowledge sharer affected the sharer’s willingness to share. In proactive knowledge sharing, a recipient’s professional ability and personal relationship with the sharer significantly affected the sharer’s willingness to share. Research limitations/implications – The scenario experiment may suffer from the problem of social desirability and the external validity; this study only focuses on the simple main effect of knowledge recipients’ characteristics. Practical implications – First, managers should encourage employees to seek information and knowledge from other colleagues, and organizations could provide support for their interaction. Second, managers need to consider the composition of team members. Third, team managers may encourage each member to develop their own special skill or knowledge. Fourth, managers could make some efforts to develop a climate of trust among employees. Social implications – Some organization can also use practice like recognition of internal copyright or patent to protect employees’ new ideas or knowledge. Originality/value – First, this study clarifies the relationship between knowledge sharing and other working behaviors. Second, this study contributes to the understanding of how episodic factors affect working behaviors, which has been given little attention in previous research.

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Turzíková, Tereza. "The urge to share knowledge." Theatralia, no. 2 (2018): 217–19. http://dx.doi.org/10.5817/ty2018-2-20.

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Lichter, Paul R. "Gift Subscriptions to Share Knowledge." Ophthalmology 99, no. 4 (April 1992): 481–82. http://dx.doi.org/10.1016/s0161-6420(13)31947-2.

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Matošková, Jana. "Why Employees Share Their Knowledge." E+M Ekonomie a Management 22, no. 2 (June 24, 2019): 83–96. http://dx.doi.org/10.15240/tul/001/2019-2-006.

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Johnson, Lewis D., Edwin H. Neave, and Bohumir Pazderka. "Knowledge, innovation and share value." International Journal of Management Reviews 4, no. 2 (June 2002): 101–34. http://dx.doi.org/10.1111/1468-2370.00080.

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Afshar Jalili, Yasha. "I rather share my knowledge." VINE Journal of Information and Knowledge Management Systems 50, no. 2 (October 18, 2019): 203–17. http://dx.doi.org/10.1108/vjikms-04-2019-0052.

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Purpose This paper aims to propose an approach by understanding how Oil Industries’ Commissioning and Operation Company (OICO) company fostered its knowledge sharing (KS) by using gamification approach and nudge theory. It also ascertains the process and challenges that OICO confronted during its three-year journey for improving its organizational knowledge performance. Design/methodology/approach The study used a qualitative research method and case study design. Data were collected from several sources, including the first-hand experiences and observations of the author during contributing in the company’s canonical action research, several in-depth face-to-face interviews conducted with the KM Department team members, the data gathered from the company’s KM software and studying the related organizational procedures and documents. Findings The results reveal that the gamification approach suits for developing KS reward system and knowledge performance management. It also explains that informing project managers about their project’s knowledge performance accompanied by emoticons would lead to higher supports of KM. The proposed approach by this case study improved the organizational KS and performance by 22 per cent semi-annually. Practical implications The described case is detailed deeply and would help KMers to follow it easily. The study would spark some ideas of how to use nudge theory in KM context. Besides, KMers can design a KM reward system based on the explained case. Originality/value This study contributes to the KS and KM rewarding system, especially in project-based organizations, as limited studies have been conducted to investigate the roles that the gamification approach can play in this field. Moreover, this is the first time that use of nudge theory and choice architecture is investigated in the context of KM.

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Moore, Lois K. "Helping engineers share their knowledge." IEEE Transactions on Professional Communication PC-30, no. 1 (1987): 1. http://dx.doi.org/10.1109/tpc.1987.6449106.

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Li, Gang. "A Dynamic Model of Knowledge Alliance Based on Knowledge Complementarity and Knowledge Share." Key Engineering Materials 467-469 (February 2011): 1309–14. http://dx.doi.org/10.4028/www.scientific.net/kem.467-469.1309.

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Base on the consideration of knowledge share and knowledge complementarity, this paper establishes a dynamic knowledge alliance model. We analyze the effects of knowledge share and knowledge complementarity on equilibrium outcome, equilibrium profit and R＆D investments, and discuss the critical impact of knowledge complementarity on selection of alliance partner.

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Herzig, Andreas, and Faustine Maffre. "How to share knowledge by gossiping." AI Communications 30, no. 1 (March 27, 2017): 1–17. http://dx.doi.org/10.3233/aic-170723.

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Giordano, Beverly P. "Share your knowledge, transform a life." AORN Journal 65, no. 5 (May 1997): 884. http://dx.doi.org/10.1016/s0001-2092(06)62968-2.

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&NA;. "Helping new authors share their knowledge." Nursing Critical Care 7, no. 1 (January 2012): 4. http://dx.doi.org/10.1097/01.ccn.0000408507.27178.38.

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Rintala, Niina, and Tanja Kuronen. "How to share tacit nuclear knowledge?" International Journal of Nuclear Knowledge Management 2, no. 2 (2006): 121. http://dx.doi.org/10.1504/ijnkm.2006.010289.

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Marouf, Laila Naif. "What Motivates Librarians to Share Knowledge?" International Information & Library Review 48, no. 2 (April 2, 2016): 102–11. http://dx.doi.org/10.1080/10572317.2016.1176451.

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Di Gangi, Paul M., Molly M. Wasko, and Xinlin Tang. "Would You Share?" International Journal of Knowledge Management 8, no. 1 (January 2012): 1–21. http://dx.doi.org/10.4018/jkm.2012010101.

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Advances in computer-mediated communication technologies have increased the variety of choices individuals have when sharing knowledge both within and across organizational boundaries. This paper extends prior research by comparing face-to-face and computer-mediated communication channels (email, online communities, and knowledge repositories/wikis) for different knowledge types (computer program and expertise) in intra- and inter-organizational knowledge sharing contexts. Using vignettes, this study determines whether individuals adjust their knowledge sharing behaviors based on the different knowledge types, communication channels, and boundary conditions. Results suggest individuals are more likely to share expertise intra-organizationally via face-to-face and share a computer program intra-organizationally via knowledge repositories/wikis. Also, results suggest individuals are more likely to share expertise or a computer program inter-organizationally via face-to-face.

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Samuel, Ajiri Peter, and Hillary O. Odor. "Knowledge Sharing: A Key Role in the Knowledge Management Process." International Journal of Business and Management Research 6, no. 2 (June 30, 2018): 36–40. http://dx.doi.org/10.37391/ijbmr.060204.

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Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.

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Wu, Wei-Li. "To Share Knowledge or Not: Dependence on Knowledge-Sharing Satisfaction." Social Behavior and Personality: an international journal 41, no. 1 (February 1, 2013): 47–58. http://dx.doi.org/10.2224/sbp.2013.41.1.47.

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Knowledge sharing behavior does not occur naturally and easily. In this study, I hypothesized that knowledge workers would be more likely to share knowledge if they were satisfied with knowledge-sharing behavior. This positive attitude was labeled knowledge-sharing satisfaction (KSS). Drawing upon social exchange theory and motivation theory, I examined the relationship between KSS and knowledge-sharing behavior. Using survey data from participants employed in research and development departments at knowledge-intensive high-technology companies in Taiwan, I demonstrated that satisfaction of the need for a friendly sharing environment and satisfaction of intrinsic and altruistic motivation are positively related to knowledge-sharing behavior. These findings contribute to researchers' understanding of the antecedents of employee knowledge-sharing behavior.

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Nesselrodt, Pamela S. "Share the Knowledge: A Review of the Core Knowledge Series." Journal of Education for Students Placed at Risk (JESPAR) 1, no. 1 (January 1996): 99–104. http://dx.doi.org/10.1207/s15327671espr0101_9.

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Huerta, Esperanza, Stephen B. Salter, Philip A. Lewis, and Pamela Yeow. "Motivating Employees to Share Their Failures in Knowledge Management Systems: Anonymity and Culture." Journal of Information Systems 26, no. 2 (June 1, 2012): 93–117. http://dx.doi.org/10.2308/isys-50214.

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ABSTRACT This study investigates the effect of the type of information to be disclosed and the possibility of sharing the information anonymously on the intention to share information through a knowledge management system. Data for the experiment were collected in two individualist (U.K. and U.S.) and two collectivist (Chile and Mexico) countries to evaluate the influence of culture on information sharing patterns. The study finds that although anonymity has no influence on the intention to share successes, the intention to share failures increases when the information is shared anonymously. Further, participants from collectivist (versus individualist) cultures are more likely to share failures. However, the influence of anonymity and culture is limited. Failures are still shared at lower levels than successes, even in anonymous conditions and in collectivist cultures.

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Lee, Joo Young, Sun Hwa Hahn, and Jung Sun Yoon. "A Study on the Knowledge Community for Creating and Sharing Implicit Knowledge." Key Engineering Materials 277-279 (January 2005): 331–36. http://dx.doi.org/10.4028/www.scientific.net/kem.277-279.331.

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The ultimate goal of a knowledge-based society is to encourage the individuals to share and disseminate their knowledge spontaneously, so that the circulation of knowledge is accomplished. The structure of knowledge circulation consists of the following loop: preparation of explicit knowledge from implicit knowledge (externalization), sharing of the explicit knowledge, reproduction of implicit knowledge from shared explicit knowledge (internalization) and externalization of reproduced implicit knowledge. In addition, for the purpose of sharing knowledge, the market place should be established and offer a variety of incentives that induce people to willingly participate in the creation of knowledge. In this paper, we show a successful example of a knowledge community, the Global Network of Korean Scientists and Engineers (KOSEN, www.kosen21.org), focusing on its organization and operation. KOSEN was established in 1999 in order to share knowledge and information resources of Korean scientists and engineers all over the world. Among 4 knowledge management processes--knowledge creation and acquisition, knowledge organization and storage, knowledge distribution and knowledge utilization--KOSEN supports 3 processes (aside from the utilization of knowledge). Moreover, KOSEN seeks knowledge utilization by encouraging the formation of small groups within the community.

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Al-Busaidi, Kamla Ali, and Lorne Olfman. "Knowledge sharing through inter-organizational knowledge sharing systems." VINE Journal of Information and Knowledge Management Systems 47, no. 1 (February 13, 2017): 110–36. http://dx.doi.org/10.1108/vjikms-05-2016-0019.

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Purpose Inter-organizational knowledge sharing systems (IOKSS) are crucial for scientific, social and economic development especially in knowledge-intensive sectors. Knowledge sharing processes and systems will not only be challenged by individual and organizational factors but also by social, technical and political inter-organizational factors. This paper aims to investigate the impact of knowledge worker, peer, IOKSS, organization and sector factors on knowledge workers’ intention to share knowledge through IOKSS. Knowledge workers are the key stakeholders that enable the survival of IOKSS. Design/methodology/approach Data were collected, through a questionnaire, from knowledge workers in the education and the health sectors. Findings This study found that the human factors (related to knowledge workers and their peers) have significant direct impact on intention to share knowledge through IOKSS. Other factors, such as IOKSS system, organization and sector factors showed indirect impacts on knowledge workers’ intention to share knowledge through IOKSS. Such investigation can be very valuable for developing countries as technological innovations such as IOKSS can be crucial for training and building human resources, and national knowledge management. Originality/value Little is empirically known about the enablers of sharing knowledge in systems that connect organizations in horizontal linkage in a specific sector or industry. The study also adds value to under investigated region.

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Todorova, Nelly, and Annette M. Mills. "Why do People Share?" International Journal of Knowledge Management 14, no. 3 (July 2018): 1–20. http://dx.doi.org/10.4018/ijkm.2018070101.

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Organisations invest heavily in knowledge management technologies and initiatives which are entirely dependent on the willingness of employees to share their knowledge. Educational and reward programs need to be informed by an understanding of what motivates people to share their knowledge at work. Prior research based on motivational theories suggests the importance of intrinsic and extrinsic motivators to encourage voluntary pro-social behaviours such as knowledge sharing. However, the literature on motivation in the context of knowledge sharing is still emerging and fragmented. This article therefore proposes an integrated model that brings together theoretical insights from motivational research to explain the influence of key intrinsic and extrinsic motivators on knowledge sharing. The article reports the results of the assessment of the model based on data collected across 10 organisations. The discussion of results contributes to the understanding of motivational factors influencing attitude and intention to share knowledge and their relative importance.

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Caruso, Shirley J. "A Foundation For Understanding Knowledge Sharing: Organizational Culture, Informal Workplace Learning, Performance Support, And Knowledge Management." Contemporary Issues in Education Research (CIER) 10, no. 1 (December 22, 2016): 45–52. http://dx.doi.org/10.19030/cier.v10i1.9879.

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This paper serves as an exploration into some of the ways in which organizations can promote, capture, share, and manage the valuable knowledge of their employees. The problem is that employees typically do not share valuable information, skills, or expertise with other employees or with the entire organization. The author uses research as well as her graduate studies in the field of Human Resource Development (HRD) and professional career experiences as an instructor and training and development consultant to make a correlation between the informal workplace learning experiences that exist in the workplace and the need to promote, capture, and support them so they can be shared throughout the organization. This process, referred to as knowledge sharing, is the exchange of information, skills, or expertise among employees of an organization that forms a valuable intangible asset and is dependent upon an organization culture that includes knowledge sharing, especially the sharing of the knowledge and skills that are acquired through informal workplace learning; performance support to promote informal workplace learning; and knowledge management to transform valuable informal workplace learning into knowledge that is promoted, captured, and shared throughout the organization.

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Dhir, Sangeeta. "Share knowledge, else information preys on it..." Journal of the International Clinical Dental Research Organization 6, no. 2 (2014): 67. http://dx.doi.org/10.4103/2231-0754.143470.

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Haglund, Lena. "SJOT – a way to share new knowledge." Scandinavian Journal of Occupational Therapy 17, no. 1 (January 2010): 3. http://dx.doi.org/10.3109/11038120903584120.

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Lynch, Patrick K. "Share Your Knowledge on the BMET Wiki." Biomedical Instrumentation & Technology 44, no. 6 (November 1, 2010): 454–55. http://dx.doi.org/10.2345/0899-8205-44.6.454.

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Abdul Razak, Norfadzilah, Sharifah Fazirah Syed Ahmad, and Zulkefli Abd Rahman. "Social Power and Willingness to Share Knowledge." ADVANCES IN BUSINESS RESEARCH INTERNATIONAL JOURNAL 4, no. 1 (July 11, 2020): 35. http://dx.doi.org/10.24191/abrij.v4i1.10077.

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Willingness to share knowledge is subjective to an individual. It relies on an individual’s decision to share or not with others. One of the factors that influence individual willingness to share knowledge is authority ranking. There are four types of social power comprising legitimate, coercive, referent and expertise power. Among of these four types of social power, this study aimed to investigate the significant relationship of social power and willingness to share knowledge. A survey was conducted among 150 knowledge workers in ICT industries which are mainly located in Cyberjaya, Malaysia. Partial Least Square analysis was conducted to analyze measurement and structural model. The results of the study indicate that none of the social power dimensions influence willingness to share knowledge as in the Malaysia context.

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Arif, Imran. "Productive knowledge, economic sophistication, and labor share." World Development 139 (March 2021): 105303. http://dx.doi.org/10.1016/j.worlddev.2020.105303.

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Turner, Simon. "Scientists share knowledge about island arc magmatism." Eos, Transactions American Geophysical Union 78, no. 32 (1997): 333. http://dx.doi.org/10.1029/97eo00219.

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Shu, Wesley, and Yu-Hao Chuang. "Why people share knowledge in virtual communities." Social Behavior and Personality: an international journal 39, no. 5 (June 30, 2011): 671–90. http://dx.doi.org/10.2224/sbp.2011.39.5.671.

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In this paper we explored why people want to share knowledge in the virtual community setting. Taiwan provides an important model for the study of knowledge sharing in online social networks because of the large number of users of these in this country. Using a model modified from the theory of reasoned action and data collected in Taiwan, we found that self-esteem, absorptive ability, and trust are the driving forces of sharing. We did not find that the expected return had an impact on knowledge sharing. Although these results may be counterintuitive, they confirm today's open business environment, where unexpected returns usually go to those who have deep involvement.

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Endres, Megan Lee, and Kyle T. Rhoad. "What makes a high performer share knowledge?" Team Performance Management 22, no. 5/6 (August 8, 2016): 269–83. http://dx.doi.org/10.1108/tpm-05-2016-0022.

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Purpose Knowledge sharing is an important individual behavior that benefits teams and organizations. However, little is known about environments with both team and individual rewards. The purpose of this study is to investigate high-ability team members’ knowledge sharing in an environment with both team and individual rewards. The motivation, opportunity and ability framework was specifically applied to a work situation with face-to-face interaction and objective performance measures. Design/methodology/approach Survey data were gathered from college baseball players in varied regions of the USA. Findings Unexpectedly, individual ability was negatively related to individual knowledge sharing. However, as pro-sharing norms increased, all players reported higher knowledge sharing, especially the highest-ability players. Research limitations/implications Limitations include that the sample is small and team members were not from the same teams, prohibiting aggregation to a higher level of analysis. The study is cross-sectional and self-reported, as well. The sample was homogeneous and young. Practical implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Social implications In work environments where rewards are both individual- and team-based, the high performers may ignore team knowledge sharing because they are more successful working as individuals. Development of pro-sharing norms can be critical for encouraging these team members with the potential to have a strong impact on the lower-performing team members, as well as to inspire further knowledge sharing. Originality/value The baseball team member sample is unique because of the team and individual performance aspects that include objective ability measures.

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Brucker, Mary C. "Become an Author and Share Your Knowledge." Nursing for Women's Health 17, no. 4 (August 2013): 269–70. http://dx.doi.org/10.1111/1751-486x.12044.

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Lin, Fu‐ren, and Hui‐yi Huang. "Why people share knowledge in virtual communities?" Internet Research 23, no. 2 (March 29, 2013): 133–59. http://dx.doi.org/10.1108/10662241311313295.

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JPT staff, _. "Specialists Share Knowledge of Sand-Control Methods." Journal of Petroleum Technology 47, no. 07 (July 1, 1995): 550–609. http://dx.doi.org/10.2118/0795-0550-jpt.

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Aoyama, Kouji, Takanori Ugai, Akihiko Obata, and Hiroaki Harada. "Motivation Problems for Knowledge Sharing: Why People would not Share Knowledge?" International Journal of Knowledge, Culture, and Change Management: Annual Review 8, no. 11 (2009): 1–8. http://dx.doi.org/10.18848/1447-9524/cgp/v08i11/50690.

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Yeo, Roland K., and Michael J. Marquardt. "To share or not to share? Self-perception and knowledge-sharing intent." Knowledge Management Research & Practice 13, no. 3 (August 2015): 311–28. http://dx.doi.org/10.1057/kmrp.2013.52.

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Lin, Chieh-Peng, and Sheng-Wuu Joe. "To Share or Not to Share: Assessing Knowledge Sharing, Interemployee Helping, and Their Antecedents Among Online Knowledge Workers." Journal of Business Ethics 108, no. 4 (November 10, 2011): 439–49. http://dx.doi.org/10.1007/s10551-011-1100-x.

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Seymore, Megan, and Jesse C. Robertson. "Managers' Intentions to Share Knowledge to Internal Auditors: The Effects of Procedural Fairness and Internal Auditor Type." Journal of Management Accounting Research 32, no. 2 (September 1, 2019): 225–41. http://dx.doi.org/10.2308/jmar-52563.

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ABSTRACT Knowledge sharing to internal auditors by managers helps internal auditors learn about critical information and improve operational effectiveness, internal controls, and the internal audit function. We examine the interactive effects of procedural fairness at the start of an internal audit, and auditor type (in-house or outsourced) on managers' intentions to share tacit knowledge during an audit, and intentions to share subsequent knowledge of a material control weakness. Our results indicate procedural fairness is an intervention that can increase managers' intentions to share knowledge, yet it depends on internal auditor type and differs by the type of knowledge shared. A high level of procedural fairness increases intentions to share tacit knowledge to outsourced internal auditors only. However, a high level of procedural fairness increases intentions to share subsequent knowledge of a material control weakness to in-house internal auditors only. We offer contributions to the accounting literature and implications for practice. Data Availability: Data available upon request from authors.

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Hanif, Muhammad Imran, Muhammad Imran Farooq, and Muhammad Ayaz Khan. "Importance of Empowering Leadership, Reward and Trust towards Knowledge Sharing." International Journal of Management Excellence 11, no. 2 (August 31, 2018): 1544–52. http://dx.doi.org/10.17722/ijme.v11i2.1002.

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The aim of study is to explain the impact of empowering leadership, reward and trust on knowledge sharing. Main idea is to identify the relationship between them. Study will motivate the organizations to use knowledge for success, and also will motivate the researchers to give more focus on knowledge sharing for further researches.Outcome of study shows that empowering leadership, reward and trust affect the knowledge sharing positively within the organization, and also plays a major role to motivate the employees, to participate in knowledge sharing freely. Empowering leadership provides a environment for other members of organization to share their minds with others. Reward gives an opportunity for employees to participate in knowledge sharing and get benefit in shape of reward and as well in shape of knowledge from others. Trust is climate in which employees show their confident on other employees, and trust motivates the employees to share their knowledge with others. Knowledge sharing provides an opportunity to share knowledge and get helpful knowledge from the minds of other humans of organization. The conclusion of this study based on the interpretation of data analysis.

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Shang, Yanyan, and Yousra Harb. "Why Would I Share?" International Journal of Knowledge Management 17, no. 3 (July 2021): 68–87. http://dx.doi.org/10.4018/ijkm.2021070105.

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Blogs are known for their information and knowledge sharing capabilities. Several theoretical frameworks have been proposed to study the factors that influence an individual's intention to use blogs for knowledge sharing. However, factors like content familiarity and design familiarity are lacking in the literature. Hence, this paper aims to extend past studies and investigate the influence of familiarity with blogs in knowledge sharing. Particularly, the purpose of this paper is twofold. The first objective is to explore the effect of familiarity in terms of content familiarity and design familiarity on individual intention to use a blog as a knowledge sharing tool. The second objective is to determine whether familiarity factors change with gender, blog experience, and cultural differences. The results show that content familiarity and design familiarity positively influence an individual's knowledge sharing behavior in blogs. In addition, content familiarity and design familiarity differ according to gender, blog experience, and cultural differences.

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Ziemba, Ewa, Monika Eisenbardt, Roisin Mullins, and Dariusz Grabara. "Prosumers knowledge sharing to develop and manage products." Online Journal of Applied Knowledge Management 6, no. 2 (September 8, 2018): 72–91. http://dx.doi.org/10.36965/ojakm.2018.6(2)72-91.

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The purpose of this paper is to advance research on prosumers knowledge sharing with enterprises and public organizations by examining as well as improve the understanding of what knowledge about products, prosumers share and would like to share in order to improve products. This paper provides and verifies a new theoretical framework depicting prosumers knowledge about products, which they can share with business and public organizations. The reported outcomes are the result of a questionnaire survey that yielded responses from 783 Poland and 171 United Kingdom (UK) based prosumers. The research findings reveal that prosumers mainly share their knowledge about products functionality, ease and intuitiveness of use, as well as a products reliability and durability, whereas they rarely share knowledge related to products design or the packaging of products. It is also found that there are significant differences between knowledge about products that prosumers share and would like to share. In addition, Poland prosumers share and would like to share various kinds of knowledge about products more frequently than UK based prosumers.

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VASILAKIS, GEORGE, ALEJANDRA GARCIA-ROJAS, LAURA PAPALEO, CHIARA E. CATALANO, FRANCESCO ROBBIANO, MICHELA SPAGNUOLO, MANOLIS VAVALIS, and MARIOS PITIKAKIS. "KNOWLEDGE-BASED REPRESENTATION OF 3D MEDIA." International Journal of Software Engineering and Knowledge Engineering 20, no. 05 (August 2010): 739–60. http://dx.doi.org/10.1142/s0218194010004773.

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In recent years, 3D media have become more and more widespread and have been made available in numerous online repositories. A systematic and formal approach for representing and organizing shape-related information is needed to share 3D media, to communicate the knowledge associated to shape modeling processes and to facilitate its reuse in useful cross-domain usage scenarios. In this paper we present an initial attempt to formalize an ontology for digital shapes, called the Common Shape Ontology (CSO). We discuss about the rationale, the requirements and the scope of this ontology, we present in detail its structure and describe the most relevant choices related to its development. Finally, we show how the CSO conceptualization is used in domain-specific application scenarios.

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Thilmany, Jean. "Share the Wealth." Mechanical Engineering 126, no. 12 (December 1, 2004): 32–35. http://dx.doi.org/10.1115/1.2004-dec-2.

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Honeywell FM&T has found a myriad of ways to pass job know-how from senior to junior engineer. Now executives and managers identify important design areas that can be demonstrated via finite element analysis technology. Then, manufacturing and design engineers as well as analysts can run the demonstrations to learn key parts of each other’s jobs. The simulation advisors are developed under Honeywell’s knowledge capture program, which makes sure that key process information is not lost and is as widely distributed as possible. The company takes a multifaceted approach to what managers at Honeywell refer to as knowledge preservation or knowledge capture. The advisors simulate a manufacturing or engineering process that the new engineer will be called upon to carry out. Newbies can play around with a model. They might change settings on a virtual machine or experiment with how different diameters or materials would affect a part, much as they would when running a part analysis.

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Harb, Yousra, Ali Zahrawi, Issa Shehabat, and Zuopeng (Justin) Zhang. "Managing knowledge workers in healthcare context: role of individual and knowledge characteristics in physicians' knowledge sharing." Industrial Management & Data Systems 121, no. 2 (January 8, 2021): 381–408. http://dx.doi.org/10.1108/imds-02-2020-0097.

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PurposeSharing knowledge of physicians in hospitals is critical and significant in terms of providing better healthcare services. Despite the significance of knowledge sharing in the healthcare setting, very few studies have empirically investigated knowledge sharing drivers among physicians. Particularly, the process of knowledge sharing through the interplay between individual characteristics, knowledge characteristics, and intention in a healthcare setting has received very little empirical support. In this study, the authors draw upon personality traits and knowledge characteristics theories to develop a theoretical model to empirically examine the effect of individual characteristics and knowledge characteristics on physicians' knowledge sharing behavior.Design/methodology/approachBased on a sample of 215 physicians from 20 hospitals in Jordan, the authors conducted data analysis using the partial least squares statistical technique.FindingsThe study revealed that the personality traits (Extraversion, Neuroticism, Agreeableness and Conscientiousness) significantly influence physician intention to share knowledge. Knowledge characteristic (Situatedness) was also found to affect the intention to share knowledge.Originality/valueVery little is known about the effect of individual characteristics and knowledge characteristics on knowledge sharing behavior among physicians. The study contributes to the related literature by empirically investigating how individual characteristics and knowledge characteristics influence physicians' knowledge sharing behavior. The findings add to the understanding of the role of personality traits and knowledge characteristics in physicians' intention to share knowledge and give important insights for practice and theory.

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Smith, Carol, Marie De Beer, and Roger Bruce Mason. "Tacit Knowledge Sharing Behavior, Within A Relational Social Capital Framework, In A South African University Of Technology." Journal of Applied Business Research (JABR) 31, no. 6 (October 28, 2015): 2091. http://dx.doi.org/10.19030/jabr.v31i6.9469.

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The sharing of tacit knowledge is an important influence on the development of intellectual capital in a University of Technology but whereas its effects are clear in a business context, they have been absent from studies in the context of higher education.This study integrated relational social capital and reasoned action theory to construct a model for investigating factors that predict an individual’s intention to share tacit knowledge. Specifically, it examined the relationship between relational social capital in terms of trust (affect and cognitive-based trust), shared norms and values (including social norms and norms of social support and reciprocity) and the individual’s attitude towards sharing tacit knowledge. It further examined the relationship between the individual’s attitude, their perceived norms and perceived behavioral control over the sharing of tacit knowledge and their intention to share tacit knowledge.A hypothesized, theoretical model of the individual’s intention to share tacit knowledge was developed. This model was found to be a poor fit to the data and an alternative model was developed which was found to be a good fit to the data. This study incorporated nine research interviews and five hundred and fifty four questionnaires. Relational social capital was found to be significant for predicting individuals’ intentions to share tacit knowledge but the reasoned action variables were found to be less significant, particularly perceived behavioral control over the sharing of tacit knowledge, indicating the need for further research.

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LU, Xinxin, and Yidong TU. "To share or not to share: Knowledge sharing in a social dilemma perspective." Advances in Psychological Science 26, no. 11 (2018): 2057. http://dx.doi.org/10.3724/sp.j.1042.2018.02057.

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Jonsson, Anna. "Beyond knowledge management – understanding how to share knowledge through logic and practice." Knowledge Management Research & Practice 13, no. 1 (February 2015): 45–58. http://dx.doi.org/10.1057/kmrp.2013.28.

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Mitchell, Gemma, and Ipek Demir. "Translating risk: how social workers’ epistemological assumptions shape the way they share knowledge." Health, Risk & Society 23, no. 1-2 (February 13, 2021): 17–33. http://dx.doi.org/10.1080/13698575.2021.1888892.

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Journal articles on the topic 'Share of knowledge'

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