Tesis: "Knowledge sharing barriers"

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Persson, Paula. "Knowledge sharing while teleworking : How it occurs, differences and knowledge sharing barriers". Thesis, Karlstads universitet, Handelshögskolan (from 2013), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-80264.

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Knowledge is the resource that provides the best possibilities of being competitive since it increases while used and is difficult to copy. Knowledge sharing has been shown to increase organizational performance in both tangible and intangible measures. Therefore, it is important that employees of a research and development department in a large Swedish industry, that were recommended to telework in combination with short-time working due to covid-19, continue sharing knowledge. This study aimed to analyze how employees in a development department share knowledge while teleworking and how it differs from knowledge sharing in a traditional office. The phenomenon was analyzed in-depth, especially what prevents the knowledge from being shared and knowledge sharing barriers that exist during telework. The objective was to gain further knowledge of how departments can share knowledge efficiently while teleworking. A qualitative single case study was conducted and 8 semi-structured interviews were held with employees at the department. The findings suggest that knowledge sharing occurs with tools that are used in a traditional office and that is no difference in terms of whom employees share knowledge with, but the face-to-face meetings are missing. A further suggestion is that it occurs by less informal knowledge sharing and that the meetings tend to have a stricter agenda that is kept at a higher degree than when working in a traditional office. The knowledge sharing barriers identified were: challenging to express knowledge, time constraints, uncertainty which knowledge to share with whom, less informal places to share knowledge, lack of trust, differences in experience/knowledge/education, attitude, and culture & leadership. The results give companies in similar situations cognizance of how knowledge sharing occurs and differ when suddenly teleworking is required and knowledge sharing barriers that exist. These findings identify risks and difficulties of knowledge sharing when teleworking.

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Andreasian, Gelena y Mylana Andreasian. "Knowledge Sharing and Knowledge Transfer Barriers. A Case Study". Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-28036.

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Alamgir, Rana y Shahid Ahmed. "ICT Enabled Knowledge Sharing – Impact of ICT on Knowledge Sharing Barriers : The Case of Avanade". Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12452.

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Studies in recent years have revealed that use of ICT can significantly impact knowledge sharing in organizations by enhancing the knowledge sharing process, reducing knowledge sharing barriers, and introducing technology barriers. While this has been identified in many studies and a significant research has been carried out to identify knowledge sharing barriers, there exists a considerable dearth of research when the question of ‘which knowledge sharing barriers can ICT reduce and how?’ is posed. This thesis aims to address this question by studying the case of an organization using ICT for knowledge sharing. The study was carried out using questionnaire and interview findings and results showed that if ICT is effectively used, a number of knowledge sharing barriers - in addition to time and space barriers - can be successfully reduced. Organizational and individual knowledge sharing barriers saw most reduction by ICT while technology barriers did not see any reduction by use of ICT alone. This is in coherence with different studies that use of ICT for knowledge sharing introduces its own technology barriers. However the results show that if employees are tech-savvy and management considerably supports employee involvement in the process of design and deployment of ICT enabled knowledge sharing, technology barriers can also be greatly reduced and even entirely eliminated.

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Mäki, A. R. (Anu-Riikka). "The barriers of knowledge sharing in multicultural organization". Master's thesis, University of Oulu, 2015. http://urn.fi/URN:NBN:fi:oulu-201505211565.

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In today’s global business environment multiculturalism is daily factor in multinational companies (MNCs). Global MNCs tend to be geographically dispersed, which challenges the communication and interactions between individuals. The multicultural setting contains organization members from different cultural backgrounds, which challenges the organizational culture. The cultural diversity challenges in MNCs are not diminishing in the future. Instead the effects of global business environment thrives the organization’s to manage multicultural workforce and utilize the values, which cultural diversity offers. Purpose of this research is to acknowledge the critical knowledge sharing (KS) barriers in multicultural setting between individuals. Reflect these barriers to cultural diversity challenges and acknowledge the factors, which may help to overcome or even prevent the barriers from occurring. The research method is systemic literature review and the empirical framework is analyzed based on other previous empirical resources made in relevant field of study. The data collection process contained several phases, journal search, determining keywords and applying computer- assisted searches, practical and methodological screenings and reference crosschecking. The analysis of the state of KS barriers in multicultural setting is done from 52 selected articles published between 1996 and 2015. The main barriers of KS between individuals are the diversities in national culture, language, function and geographical dispersion. These all reflect other significant barriers like communication challenges, lack of information technology support and especially homogeneous in-groups. Lingual and national diversity affect to the overall knowledge sharing behavior of the individual. In order to overcome cultural diversities organization members need to understand and respect the cultural differences and make adjustments. Utilizing KM culture, which fosters multiculturalism, is long and multidimensional process, which requires changes in organization members’ behaviors and attitudes. Organizations should pursue informal opportunities for individuals to interact with each other. Communities of Practice may act as networks, which allow members to securely interact and create a feeling of belonging and equality.

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Grünfelder, Manon y Angelika Hartner. "What influences Knowledge Sharing?" Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-73531.

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In the competitive environment, organizational knowledge became one of the most valuable strategic resources for a company. Indeed, it is said to be the only resource that cannot be imitated, and thus, that provides a reliable competitive advantage. Hence, knowledge management has become a highly investigated field of study. In fact, knowledge sharing, one of the facets of knowledge management is considered as a helpful leverage within a company’s strategy. Knowledge sharing has been studied widely, it is found to be a powerful process to ensure that the developed knowledge within the company is kept in the company and made usable. Even though knowledge sharing has been investigated by researchers, when looking at the practices within organizations, it appears that those are not as efficient as they could be, due to organizational, technical, as well as individual hindrances that affect the establishment of such processes. This thesis aims to increase the understanding of which factors influence individuals’ sharing behavior and which role a knowledge sharing policy takes. Therefore, interviews have been conducted with the employees within the communications department of the Alstom group. Alstom France is multinational company, which is providing transportation and energy producing solutions; this implies that the communication is a support function and needs to work efficient, which makes the matter of knowledge sharing even more important. It was found that the strategic importance of knowledge sharing is highly acknowledged within Alstom, since the company has introduced a knowledge transfer department, which has released the “Alstom Knowledge Management Transfer Handbook”, the company’s internal knowledge sharing policy. It provides a guideline for the managers within the departments. The perceived motivations and hindrances to share knowledge are mainly about the manager’s role, language and the team culture.

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Aziz, Najibullah, Darren Gleeson y Muhammad Kashif. "Barriers and Enablers of Knowledge Sharing: A Qualitative Study of ABB, Bombardier, Ericsson and Siemens". Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-17951.

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Abstract Date: January 17, 2013 Level: Bachelor thesis in business administration, 15 ECTS Institution: School of Sustainable Development of Society and Technology, Mälardalen University Authors: AZIZ Najibullah, GLEESON Darren and KASHIF Muhammad 28th August 1980, 29th November 1977, 22nd July 1984 Tutor: Eva Maaninen-Olsson Keywords: Knowledge, Knowledge Management, Knowledge Sharing, Factors Affecting Knowledge Sharing Research Question: What hinders or enables knowledge sharing in Swedish-based multi-national corporations from a cultural, motivational and trust perspective? Purpose: The purpose of this thesis is to investigate the barriers and enablers of knowledge sharing within multi-national corporations. Method: The research method chosen to fulfill the purpose of the thesis is a qualitative approach. In order to achieve the purpose both primary and secondary data was sought. In accordance with the qualitative approach, interviews have been carried out with senior managers in ABB, Bombardier, Ericsson and Siemens. Data collected from these interviews represents the primary data. Secondary data has been gathered from company websites. Conclusion: The results from the studied multi-national organizations suggest that knowledge sharing culture is influenced by communication, rules, regulations and routines (sub-factors of culture). This study shows that communication, rules, regulations and routines are enablers of knowledge sharing in the organizations. However, language and technology (sub-factors of culture) as collaborative tools are proven to be problematic; consequently creating hindrances to knowledge sharing. When it comes to motivational factors (rewards, power and reciprocity), this thesis shows that none of the studied companies offer rewards for knowledge sharing. This confirms the controversy connected with rewards which can either enable or cause hindrance to knowledge sharing. Reciprocity seems to enable knowledge sharing in the studied organizations whereas power remains controversial. The existence of power can either be a barrier or an enabler for knowledge sharing depending on the individual’s perception of power. This thesis also shows that the existence of trust enables knowledge sharing between employees, but the difficulties of building this trust is akey problem for management.

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Kruger, Hilda. "Intra-organisational information and knowledge sharing : exploring persistent barriers". Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/1981.

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Thesis (MA (Information Science))--University of Stellenbosch, 2010.
ENGLISH ABSTRACT: When studying information and knowledge management case studies, it becomes evident that barriers to information and knowledge sharing persist, even in organisations that are lauded for their IKM initiatives. This study set out to probe why this is the case. To this end the study explored persistent barriers to information and knowledge sharing through an investigation of a Most Admired Knowledge Enterprise (MAKE) award winning organisation. It was predicted that the persistent barriers would correspond to the characteristics of organisations as complex social systems. Results indicated that the persistent barriers identified in the MAKE award winning organisation mirror the characteristics of complex social systems. The findings suggest one possible explanation for the persistence of barriers to information and knowledge sharing, namely that these barriers are rooted in the nature of organisations as complex systems. Viewing poor information and knowledge flows through a complex social systems lens draws attention to the ‘wicked’ nature of the issue, i.e. the reality that persistent barriers form interacting meshes that can at best be mitigated but not eliminated. Also, viewing persistent barriers as inherent in organisations suggest alternative ways of attending to these barriers.
AFRIKAANSE OPSOMMING: ‘n Oorsig van inligting- en kennisbestuur (IKB) gevallestudies wys duidelik dat hindernisse tot inligting- en kennisdeling gedurig volhou, selfs in organisasies met hoogs aangeskrewe IKB inisiatiewe. Die oogmerk van hierdie studie was om vas te stel waarom dit so is. Die studie het daarom hardnekkig volhoudende hindernisse tot inligting- en kennisdeling binne ‘n erkende Most Admired Knowledge Enterprise (MAKE) organisasie ondersoek. Dit is voorspel dat die volhoudende hindernisse sou ooreenstem met eienskappe van organisasies as komplekse sosiale stelsels. Die bevindinge het gewys dat volhoudende hindernisse wat binne die erkende MAKE organisasie identifiseer is, wel die eienskappe van komplekse sosiale stelsels weerspieël. Die bevindinge wys op een moontlike verklaring vir die hardnekkig volhoudende bestaan van hindernisse tot inligting- en kennisdeling, naamlik dat hierdie hindernisse spruit uit die aard van organisasies as komplekse stelsels. Deur na suboptimale inligting- en kennisvloei deur die lens van ‘n komplekse sosiale stelsel te kyk, word die ‘wicked’ aard van die probleem uitgewys, dit wil sê ‘n realiteit waar volhoudende hindernisse interaktiewe strikke vorm wat bloot aangespreek, maar nie elimineer kan word nie. Alternatiewe maniere word voorgestel hoe sulke hindernisse aangepak kan word.

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Dahlström, Axel y Johan Eriksson. "Mitigating Barriers for Knowledge Sharing in the Swedish Forest Industry". Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-64167.

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Knowledge is one of the most central driving forces in today’s economy. Thus, organizations need to recognize knowledge as a valuable resource and develop tools for tapping into the collective intelligence and create a greater organizational knowledge base. However, to stay competitive on today’s global marketplace actors must collaborate and share knowledge across organizational boundaries. Companies must therefore consider barriers to knowledge sharing. While the importance of knowledge sharing across organizational boundaries has been highlighted, researchers emphasize that an interesting factor to examine in further research is the role of Information and Communication Technology (ICT) to mitigate barriers for knowledge sharing. The purpose with this study is to explore in what way ICT may be used to mitigate barriers for knowledge sharing between individual forest landowners and forest companies within the Swedish forest industry. The study is divided into two research questions: (1) What critical barriers for knowledge sharing exist between individual forest landowners and forest companies within the Swedish forest industry? and (2) In what way may ICT be used to mitigate barriers for knowledge sharing between individual forest landowners and forest companies. To answer the research questions, a multiple case study consisting of 23 interviews was conducted with forest consultants, forest landowners and forest companies. In addition to prior literature regarding individual, organizational and technology barriers, our study emphasize that firms also must consider inter-organizational barriers to knowledge sharing. By mapping the most critical barriers according to individual forest landowners and forest companies, our study assess in what way ICT may be used to mitigate these barriers. In addition, the study contributes with an emerging framework for managers to visualize and prioritize barriers to mitigate, which is useful when planning and evaluating knowledge management activities.

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Fröjdh, Karin, Josef Brengesjö y Kirsten Wenderholm. "Knowledge Sharing in Inter-Organizational Networks : An Evaluation of the Knowledge Sharing Processes in the SAPSA Network". Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-20100.

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This paper is aiming to discover the conditions and processes that facilitate and influence an efficient knowledge transfer in knowledge networks such as the inter-organizational SAP network SAPSA. Knowledge is a strategically important source for companies, not only because it fosters internal growth, but also because it leads to competitive advantage. In the last years the importance of knowledge networking has considerably increased and especially inter-organizational learning is considered to present a factor having critical influence on the success of a company. Through the participation in networks individuals are able to trade their knowledge and information with others experiences, ideas and expertise. Knowledge sharing and networking should hence be considered a highly social process, which is influenced by various factors and conditions. Through interviews with the different members and participative observation in the focus groups of the SAPSA network the importance and effect, these facilitating conditions were evaluated, drawing valuable conclusions on how to enhance the knowledge sharing process. It was found that the main problem of SAPSA was the low activity in the focus groups, which had a negative influence on the knowledge sharing processes. The problem however was not that the members did not consider knowledge networking per se as useful, in contrast almost all respondents regarded knowledge networking as highly beneficial stressed the advantages of knowledge sharing. This led to the assumption that the problem had to lie in the implementation of the knowledge sharing process. It furthermore was detected that for sharing different kinds of knowledge such as tacit and explicit knowledge, different forms of meeting proved to be more efficient than others and that form of knowledge and the conversion mode should be taken into consideration when deciding on the type of meeting. Various conditions were found to have impact on the efficiency of the knowledge sharing process, such as an optimal group size, the level of trust and commitment and the composition of a group and knowledge base. Furthermore communication was regarded to present an important issue having a big impact on the quality of the knowledge exchange. Management support from SAPSA and the respective user companies proved to be essential in order to increase motivation and commitment in the focus groups. Some strategic changes were considered to have a positive influence on the knowledge networking processes within SAPSA. The establishment of a clear consistent vision capturing all the different groups within the network would provide benefits in order to be able to motivate members to participate. Here the focus should lie on the decision makers, since those were the ones to have the ability to set incentives and provide resources for the users. In this process the difficulties to measure the positive outcomes of knowledge networking and the subsequent danger of an underinvestment into knowledge networking should be taken into consideration. SAPSA should increase their influence on the focus groups and provide more guidance, in order to assure the quality of the knowledge exchange in the meetings. A new communication strategy should be developed with focus on an Internet based forum, where users and management could interact with each other. Further research in other knowledge networks is necessary in order to increase the transferability of the gained results.

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Jing, Hui. "Eliminating Barriers on Knowledge Sharing through Communication in MCC: A Mechanism of Performance-Motivation Control". Thesis, KTH, Fastigheter och byggande, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-177196.

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KASHIF, Muhammad, Darren GLEESON y Najibullah AZIZ. "Barriers and Enablers of Knowledge Sharing: A qualitative Study of ABB, Bombardier, Ericsson and Siemens". Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-17979.

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Dahlqvist, Maria y Jacqueline Forsberg. "Inter-team knowledge sharing : A case study on co-located teams’ drivers and barriers for KS". Thesis, Umeå universitet, Institutionen för informatik, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-149528.

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Agile software development is a high-technology environment with several challenges. One of these is how to manage knowledge. Knowledge sharing is an important part of software development and is supported in agile practices, but mainly within teams, and not between teams. There is much research done about knowledge sharing within teams and a current trend is to research knowledge sharing in globally distributed teams. However, there’s little research about knowledge sharing between co-located teams, and what barriers and drivers exist. We conducted a case study within an IT-company with four co-located development teams to answer the research question: What are the drivers and barriers for knowledge sharing between co-located agile software development teams and how do they relate to different contexts. Ten semi-structured interviews and one focus group was conducted and analyzed by using thematic analysis. This analysis constructed 6 themes, where 15 drivers and 21 barriers were identified. We contribute to the research field by presenting these barriers and drivers and show which barriers and drivers that exist in several contexts. We also relate our findings to other research. By our findings we also contribute to practitioners to understand when forming inter-team strategies for KS there is not only one way to success, but strategies need to be formed in several levels of organization.

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Guerra, Patricia, Valentina Lugli y Flores Mario Alberto Parra. "How to improve the knowledge sharing within a MNC : The case of PROACT GROUP". Thesis, Uppsala University, Department of Business Studies, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-106343.

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This Project Research is the result of our Master Thesis, which concerns the attitude of sharing knowledge among managers and employees across countries inside a Multinational Corporation.

This thesis deals with the question of how multinationals work with knowledge embedded in people which must be transferred within the company itself and among this latter and its subsidiaries.

According to the premise that knowledge is arguably one of the most important factor in today's economy, the key challenge for companies, therefore, is to develop, apply and then transfer knowledge, in order to improve the competitive advantage. On the bases of it, we would like to analyze the overall transfer knowledge process and from a human resources management point of view, we would like to individuate the stones which block this process and then to discuss the probable implications for multinationals.

We have chosen PROACT Group, a consultancy services, support and systems firm in the fields of storage and archiving as our case study.

This study involves a survey on thirty-two participants among managers and employees from the eight international subsidiaries of the PROACT Group. We have used a multilevel analysis, including top line level and bottom line level to retrieve comprehensive data on knowledge sharing to do an in-depth analysis of the staff's knowledge sharing in the organization. At bottom line level, this research tries to identify the employee's cognitive feelings of shared knowledge. At top line level, the manager's knowledge sharing behaviours with employees and the factors affecting knowledge sharing behaviours in teams. We also test moderating factors in both levels in order to get the willingness to share their knowledge in the organization.

This study examines three keys aspects which include transfer knowledge process, culture influences and incentives to deal with the barriers.

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Zhou, Lihong. "Identifying barriers to sharing patient knowledge between healthcare professionals from traditional and western medicines in Chinese hospitals". Thesis, University of Sheffield, 2012. http://etheses.whiterose.ac.uk/14565/.

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The Chinese healthcare system incorporates two entirely different medical philosophies, namely, Traditional Chinese Medicine (TCM) and Western Medicine (WM). In the 1950s and by the request of the central government, the two medical professional communities have been both required and encouraged to collaborate with each other. In order to ensure successful implementation of the patient-centred healthcare policy also imposed by the central government, these two very different healthcare professional groups are required to communicate and share knowledge about individual patients. This tacit knowledge sharing (KS) aims at protecting the needs, interests and benefits of patients, as well as guaranteeing that the patient is at the centre of the collaborative processes. However, the two medical communities do not coexist harmoniously and do not readily communicate and share knowledge with each other. There are barriers hindering the processes of KS between TCM and WM healthcare professionals. This thesis reports a PhD research study, which aims to identify barriers to the sharing of patient knowledge between the two types of health care professionals in the context of Chinese hospitals. The study adopted a Grounded Theory approach as the overarching methodology to guide the analysis of the data collected in a single case-study design. A public hospital in central China was selected as the case-study site, at which 49 informants were interviewed by using semi-structured and evolving interview scripts. The research findings point to five categories of KS barriers: contextual influences, hospital management, philosophical divergence, Chinese healthcare education and interprofessional training. Further conceptualising the research findings, it was identified that KS is mostly prevented by philosophical and professional tensions between the two medical communities. Therefore, to improve KS and reduce the effects of the identified barriers, efforts should be made targeted at resolving both types of tensions. The conclusion advocates the establishment of national policies and hospital management strategies aimed at maintaining equality of the two medical communities and putting in place an interprofessional common ground to encourage and facilitate communication and KS. This project contributes to the general fields of knowledge management and knowledge sharing. Specifically, the study contributes to the knowledge sharing in Chinese healthcare organisations, that is, to the fields of healthcare information and knowledge management research in China.

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Yip, Kitty. "Exploring Barriers to Knowledge Sharing : A Case Study of a Virtual Community of Practice in a Swedish Multinational Corporation". Thesis, Linnéuniversitetet, Institutionen för datavetenskap, fysik och matematik, DFM, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-15402.

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This thesis reports on the results of a quantitative study of various barriers to knowledge sharing in a virtual community of practice within Sigma Kudos, a Swedish multinational organization. The study was undertaken to investigate the under-utilization of a virtual "teamroom". Members' views showed that the biggest barrier involved the way in which people chose to share their knowledge; the respondents preferred sharing knowledge in their existing face-to-face networks. Face-to-face sharing mainly seemed to occur between individuals who had a common ground and shared experiences, and between individuals who were in convenient proximity to each other. Time constraints in combination with perceived lack of intranet site structure implied a redundancy of the teamroom as yet another internal site. Another prominent set of barriers that emerged from the findings was related to aspects of uncertainty and unfamiliarity with the teamroom. Additionally, survey comments revealed the use of teamroom features to be a barrier. To enable co-evolved knowledge structures to occur via the community, it is necessary for management to understand face-to-face sharing behavior in terms of implicit and tacit knowledge. It is vital to change the perception of teamroom sharing as an extra task requiring more time. Moreover, the teamroom needs to be distinguished in context of the greater intranet structure, as well as when it comes to the different sections of the community itself. To foster knowledge sharing in the teamroom, it is also important to define and communicate the strategic meaning of it.

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Palma, Soraia Jacira da Silva Aleixo. "Resistências à partilha de conhecimento em contexto de crise económica". Master's thesis, Instituto Superior de Economia e Gestão, 2014. http://hdl.handle.net/10400.5/7536.

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Mestrado em Gestão de Recursos Humanos
O conhecimento é considerado um ativo muito importante para a organização, por ser o fator chave para se obter a vantagem competitiva. A Partilha do Conhecimento (PC) tem despertado o interesse das organizações por estimular a criação de saberes novos e a melhoria do desempenho. Assim, torna-se pertinente identificar os aspetos que inibem a partilha do conhecimento entre os colaboradores. O principal objetivo deste estudo consiste em identificar as resistências que existem nas organizações, no que toca à partilha do conhecimento; perceber que necessidades e motivações estão inerentes a esta prática e quais as medidas a adotar para superá-las, fazendo uma comparação entre Portugal e Angola. Considerando o caráter pouco explorado da temática, optou-se por seguir uma metodologia qualitativa, recorrendo às entrevistas semiestruturadas como técnica de recolha de informação. Os resultados revelaram que os colaboradores, tanto das organizações de Angola como as de Portugal, reconhecem a importância da partilha do conhecimento para o crescimento pessoal e organizacional. Não obstante, existem diversas resistências a nível individual, organizacional e tecnológico. Angola apresenta uma discrepância ao nível das resistências tecnológicas, pois as características associadas à internet, bem como as dificuldades na implementação das tecnologias de informação (TI), levam a que os colaboradores resistam à utilização das mesmas para partilhar o conhecimento. No entanto, foi possível identificar medidas organizacionais que permitam minimizar as resistências a esta partilha.
Knowledge is considered as a very important part of an organization, being the key to obtain competitive advantage. Knowledge Sharing has aroused the interest of organizations because it stimulates the creation of new learning and a better performance. It is, therefore critical to identify what blocks the knowledge sharing between coworkers. The main goal of this study consists on identifying which factors relate to these obstacles within the companies; to understand what necessities and motivations are inherent to this practice and which actions we need to adopt to overcome them, doing a comparison between Portugal and Angola. Due to this theme being little explored, we have decided to follow a qualitative methodology, using semi structured interviews as our research technique. The results have revealed that the coworkers, both from Angola and Portuguese organizations recognize the importance of sharing knowledge for a personal and organizational growth. Nonetheless, there are several obstacles on personal, organizational and technological levels. Angola shows a discrepancy in terms of technological obstacles. Due to the internet characteristics and the difficulties in implementing Information Technology (IT), the coworkers tend to resist on using these as a knowledge sharing tool. Even so, it was possible to identify organizational actions that will minimize the resistance on sharing knowledge.

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Reis, Ingrid Weingärtner. "O papel do compartilhamento do conhecimento a partir da gestão do conhecimento". Universidade de São Paulo, 2016. http://www.teses.usp.br/teses/disponiveis/18/18157/tde-05102016-135303/.

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No contexto organizacional a importância do conhecimento é tema sobre o qual não há mais discussões. O conhecimento tem papel estratégico para a geração de produtos e serviços ou que atendam às constante mudanças de necessidades e desejos dos consumidores. Este conhecimento como tal, não está nas organizações, mas sim é parte dos sujeitos, das pessoas que as formam. Ainda que pareça algo óbvio, o translado do conhecimento do sujeito à organização é, na verdade, um desafio. Isto por que o conhecimento das pessoas não necessariamente está alinhado às necessidades da organização. Buscou-se com essa pesquisa identificar que recursos ou estratégias se podem utilizar para potencializar ações de compartilhamento, embasados nos processos de criação do conhecimento. Buscou-se também elucidar a divergência conceitual que existe entre transferência e compartilhamento do conhecimento, expressões muitas vezes confundidas na prática. Sendo o compartilhamento do conhecimento uma ação do sujeito dentro das organizações, foi necessário conhecer as principais barreiras que impedem tais ações. Estas barreiras podem estar relacionadas ao comportamento próprio do indivíduo ou acontecer em âmbito organizacional. Para a realização desta pesquisa, adotou-se como metodologia a pesquisa-ação, que possui como característica marcante a participação das pessoas envolvidas na pesquisa. Foi criada uma matriz de avaliação de recursos e estratégias de compartilhamento, baseada nas quatro etapas de conversão do conhecimento (SECI) e aplicada a um conjunto de recursos e estratégias identificados durante a pesquisa. Desta avaliação identificou-se um conjunto de recursos considerados transversais ao processo de criação do conhecimento. Assim, a conclusão que chegou-se é que, não necessariamente existe um recurso ou conjunto de recursos para uma que, não necessariamente existe um recurso ou conjunto de recursos para uma etapa específica do processo SECI. Antes podemos identificar recursos que, por suas características e categorias, podem ser adotados por todo o ciclo.
In the organizational context the importance of knowledge is an issue on which there is no further discussion. Knowledge has a strategic role for the generation of innovative products and services that meet or constant changes of necessities and desires of consumers. This knowledge as such, is not in the organizations, but is part of individuals. Although it might seem obvious, the transfer of the subject to the organization\'s knowledge is actually a challenge. This is because the knowledge of people is not necessarily aligned with the organization\'s needs. Sought with this research to identify what resources and strategies can be used to power sharing actions, based mainly in procesos of knowledge creation. We attempted to also elucidate the conceptual divergence that exists between transfer and sharing of knowledge, expressions often confused in practice and research by other authors. And knowledge sharing an action of the subject within the organization, it was necessary to know the main barriers that prevent such actions. These barriers may be related to the individual\'s own behavior or happen in organizational ambit. For this research, it adopted as methodology research-action, which has as its hallmark the participation of the people involved in the research. Created a resource assessment table and sharing strategies, based on the four conversion steps of knowledge (SECI) and applied to a set of resources and strategies identified during the search. This evaluation identified a set of features considered transverse to the knowledge creation process. Thus, the conclusion that was reached is that there is not necessarily a feature or set of features for a specific stage of the SECI process. Before we can identify resources that, by their characteristics and categories, can be adopted throughout the cycle.

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Kallberg, Vendela y Annie Engström. "Sharing is Caring - When done Properly : A study on customer knowledge transfer between dealers and distributors and the impact of GDPR". Thesis, Linköpings universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-158287.

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Background: The globalization has made organizations knowledge based and knowledge as a key resource in order to keep up with the changing market. Therefore, knowledge management became increasingly important which also was customer-centric throughout the whole supply chain in order to create customer value. With knowledge management being important, transfer barriers arose and as the increased collection of customer data was also evident as a result of organizations becoming tmore customer-centric and the rapid changes in technology. As a result of this, privacy issues about the data of the customer arose which lead to the implementation of GDPR. Research Questions: What are the challenges and possibilities of the processes of customer knowledge transfer between organizations in a distributor-dealer relationship? In what way has the implementation of GDPR affected the transfer of customer knowledge between a distributor and a dealer? Purpose: The purpose of this study is to examine how customer knowledge is maintained and transferred between organizations within a distributor-dealer relationship. In addition, the paper aim to investigate what forces affects the processes of transferring customer knowledge within these types of relationships. Furthermore, the study investigates what effects transfer barriers and the implementation of GDPR has on customer knowledge transfer within a distributor-dealer relationship. Method: The paper investigated two cases. One case entailed one distributor and one dealer which had a relationship through a common supply chain. The qualitative data was obtained through 13 semi-structured interviews. Conclusion: This study proves that customer knowledge transfer has both challenges and possibilities in a supply chain with a distributor and dealer relationship. Furthermore, there are several factors that affect this transfer such as communication, customer relationship management and transfer barriers. In addition, GDPR has barely any impact on the customer knowledge transfer. However, it does have an impact on the processes of organizations and can be seen as an opportunity for organizations even if organizations sometimes choose to see the negative aspects.

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19

Fadairo, Olayemi. "Benefits of Conducting Postproject Reviews to Capture Lessons Learned". ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2121.

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Organizational learning has been a focus of scholars since 1970. Researchers have demonstrated that conducting postproject reviews to capture lessons learned significantly improves organizational learning. Guided by the concept of organizational learning, the purpose of this case study was to explore how 6 New York metropolitan organizational leaders used postproject reviews to prevent project managers from repeating the same mistakes, increasing cost and time overruns, and experiencing project failure. Semistructured face-to-face and phone interviews were conducted with a project sponsor and 5 project managers in the New York metropolitan area. Data were analyzed using the process of coding and condensing the codes, which produced 5 themes, including effective lessons learned, capturing lessons learned, benefits of lessons learned, barriers to postproject reviews, and leadership support. The findings of this study indicated that organizational leaders used standard templates and organizational policies to ensure project managers execute postproject reviews. Organizational leaders and project managers may benefit from the findings of this study by learning the advantages of conducting postproject reviews. This study may contribute to positive social change by organizations achieving cost avoidance when they reduce project failures and increase project success.

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Søberg, Peder Veng y Niklas Åkerman. "Exploring the transfer of R&D to China". Thesis, University of Kalmar, University of Kalmar, Baltic Business School, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-103.

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This master thesis explores the transfer of R&D activities from Western MNC’s to their Chinese subsidiaries and how companies can leverage key enablers to address main barriers in this process. The research project is conducted as a multiple-case study consisting of three case companies: the Danish pharmaceutical company Novo Nordisk, the Swiss/Swedish power and automation company ABB and the global food and beverage company Nestlé. The main rationale for conducting this study is that a significantly increasing level of foreign invested R&D is conducted in the Chinese environment with its increasingly important market. In order to preserve competitive advantages and secure global market penetration it could be necessary for other companies as well to undertake a similar process of transferring R&D.

The main barriers identified are the difficulty to find qualified employees in China, to train and retain the recruited employees and the language gaps that are present between the Western and the Chinese units. One key enabler applied to address these barriers is to organize activities at selected Chinese universities in order to attract skilled graduates. Utilizing expatriates and short-term traveling increases personal interaction between otherwise geographically distant employees together with providing training of increasing complexity are key enablers addressed to develop the Chinese employee’s knowledge. Language courses is the key enabler applied in order to decrease the language gaps, both Chinese courses for Westerners and English courses for Chinese.

In addition to identifying barriers and enablers and investigating their interrelatedness we propose a conceptual model for R&D transfer consisting of four elements to transfer together with implementation of the transferred knowledge at the receiving unit. In our view, the elements to transfer are physical objects, individual explicit knowledge, individual tacit knowledge and collective knowledge.

This thesis won Sparbanksstiftelsen Kronan's award of 50000 SEK.

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Gualdino, Carlos Manuel dos Santos. "O papel da governação do PMO na partilha do conhecimento entre projectos". Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12965.

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Mestrado em Gestão de Projetos
Para o Project Management Institute (PMI) "governação é definida como o processo de desenvolvimento, comunicação, execução e acompanhamento assegurando as políticas, procedimentos, estruturas organizacionais e práticas associadas a um determinado programa?. No contexto organizacional, proporciona um quadro para a tomada de decisões e ações de gestão éticas, baseadas na transparência, responsabilidades e papeis bem definidos (Too & Weaver, 2014b). No âmbito específico da gestão de projetos é um garante que o portfólio de projetos está alinhado com os objetivos da organização, e é entregue de forma eficiente e sustentável suportando os meios pelos quais a gestão e outras importantes partes interessadas, recebem a informação oportuna, relevante e fiável (APM, 2004). No presente trabalho é usada para classificar os modelos postos em prática pelo Project Management Office, no apoio a projetos ou programas através dos processos de partilha de conhecimento (Garland, 2009). Na medida em que estudos anteriores referem consistentemente lacunas na investigação nesta área, o objetivo da presente dissertação será assim de examinar o papel estratégico da governança do Project management office e qual a sua verdadeira influência nos processos de partilha do conhecimento entre projetos. Serão ainda observadas as barreiras e motivações para a real e positiva transferência de conhecimento, numa perspetiva em como os gestores de projeto percecionam as políticas implementadas.
For the Project Management Institute (PMI), "governance is defined as the process of development, communication, implementation and monitoring, ensuring the policies, procedures, organizational structures and practices associated with a particular program." In the organizational context, provides a framework for decision making and ethical management actions based on transparency, responsibility and well-defined roles (Too & Weaver, 2014b). In the specific scope of project management it is a guarantee that the project portfolio is aligned with the organization's goals, and is delivered in an efficient and sustainable manner, supporting the means by which management and other key stakeholders receive timely, relevant and reliable information (APM, 2004). In this study it is used to classify the implemented models of the Project Management Office, to support projects or programs in knowledge sharing processes (Garland, 2009). As previous studies consistently refer research gaps in this area, the purpose of this dissertation will be to examine the governance strategic role of the Project Management Office and what is its real influence on knowledge sharing processes between projects. Both obstacles and motivations will also be observed for the real knowledge transfer, in the perception how project managers understand the implemented policies.
info:eu-repo/semantics/publishedVersion

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Schmiedgen, Peter. "Barrieren im interorganisationalen Wissensaustausch auf individueller Ebene – Ordnungsrahmen und Analysemethoden". Saechsische Landesbibliothek- Staats- und Universitaetsbibliothek Dresden, 2015. http://nbn-resolving.de/urn:nbn:de:bsz:14-qucosa-181489.

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Der Austausch von Wissen zwischen Organisationen gewinnt aufgrund beschleunigter Entwicklungsschleifen und begrenzten internen Möglichkeiten zur Wissensgenerierung immer mehr an Bedeutung. Der vorliegende Beitrag untersucht in diesem Zusammenhang, welche Barrieren den interorganisationalen Wissensaustausch auf der Ebene einzelner Personen einschränken. Dazu wurde anhand einer Literaturanalyse ein ganzheitlicher Ordnungsrahmen zur Identifikation, Zuordnung und Beschreibung der Barrieren gebildet. Darauf aufbauend wurden Methoden entwickelt, die eine Messung und Bewertung der Barrieren ermöglichen. Die Ergebnisse dienen Entscheidungsträgern in Wirtschaft und Wissenschaft, um Störungsquellen in interorganisationalen Wissensflüssen zu identifizieren und liefern eine Grundlage für die Ableitung gezielter Maßnahmen.

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Hsin-HoWang y 汪欣和. "The Relationships between Barriers to Knowledge Flow and Knowledge Sharing". Thesis, 2014. http://ndltd.ncl.edu.tw/handle/92433570987527483454.

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碩士
國立成功大學
工業與資訊管理學系
102
Knowledge is widely seen as an important resource that can enable organizations to gain and maintain competitive advantages, and thus the creation and circulation of knowledge is one of the main focuses of strategic management. However, barriers to knowledge flows can obviously have negative impacts on knowledge sharing, and in this study we use the Elaboration-Likelihood Model (ELM) to examine the influences that these have on knowledge sharing intention. More specifically, this work investigates how knowledge sharing intention are affected by knowledge characteristics barriers, knowledge source barriers and knowledge receiver barriers among employees. It also examines how these processes are moderated by barriers related to contextual factors and mechanisms. This study’s sample is drawn from the top 1,000 manufacturing and top 500 services companies in Taiwan. After sending questionnaires to relevant personal at these firms, the final sample consisted of 203 usable responses, and the results showed that knowledge characteristics barriers, knowledge source barriers and knowledge receiver barriers have a significant, negative effects on knowledge sharing intention, and barriers related to contextual factors and mechanisms have a significant, negative moderating effects on the associations between these three kinds of barriers and knowledge sharing intention.

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24

Binns, Carole L. "Sharing knowledge for teaching and learning: overcoming personal network barriers". 2018. http://hdl.handle.net/10454/16805.

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(8689728), Priyansh Dogra. "Reliance Of The Field Supervisors On Experience-Based Tacit Knowledge And Barriers To Knowledge Sharing". Thesis, 2020.

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Generally, the trade supervisors are seen swapping stories about how they have done things differently in their previous projects that had resulted in saving man-hours and resources. Since most of them are doing repetitive tasks for years, they rely mainly on their judgments and intuition while making decisions and have developed a plethora of knowledge throughout their experience. They often find it difficult to articulate the knowledge they have acquired most of which is tacit. There is a need to identify this tacit dimension of knowledge to harness it effectively as tacit knowledge is one of the factors determining the competitiveness of a construction firm. The skills shortage in the industry is further aggravated by the growing workforce. Employee retirements and knowledge loss are compelling the specialty contracting firms to capture this tacit knowledge to prepare the future workforce. This study posits an instrument to gauge the reliance of the field supervisors on tacit knowledge and identifies barriers to knowledge sharing through case studies involving electrical contracting firms. The findings of this research clearly show that the experience level of an individual is related to the reliance on tacit knowledge. Most of the experienced field supervisors rely on the tacit dimension of knowledge to perform the major day-to-day routine tasks at the construction site. The education level of an individual seems to have no significant relation with the acquisition and usage of tacit knowledge. Findings also suggest that the viewpoint of the management and the field team are disparate regarding the barriers to knowledge sharing. Management feels that lack of formal processes prevents the trade professionals from sharing their knowledge among themselves whereas according to the field team lack of socialization is identified as the key barrier. Similarly, managers' resistance to change is identified by management as the key barrier that prevents supervisors or managers from sharing their knowledge with the subordinates whereas, for the field team it is the lack of encouragement from the management. Moreover, according to management, lack of formal processes is the key barrier at the organizational level but for the field team, it’s the silo mentality of the managers. The organizations must incorporate the feedback from the field team into the decision making related to knowledge management (KM). The developed framework will benefit the trade contractors to identify on what type of knowledge the field supervisors are relying to perform a particular task and eventually categorizing knowledge into explicit and tacit.

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Hsu, Min-Chao y 許閔超. "Use Theory Of Constraints to Analyze Knowledge Sharing Barriers in Virtual Communities". Thesis, 2011. http://ndltd.ncl.edu.tw/handle/88926185528113914451.

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碩士
國立高雄第一科技大學
企業電子化研究所
99
Intensive market competition and strong demand for organization growth，knowledge sharing and knowledge synergy have significant influence on organizations development. 　　This study is based on the Theory of Constraints and Thinking Process to analyze the critical issues and provide a solution from external theoies. Firstly，the main barriers were collected from previous literature in knowledge sharing，then the Theory of Web Interactivity is conducted to solve the problem by reducing the barrier of knowledge sharing. Suggestions and implications are proposed in the final section.

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Hsu, Chia-Ju y 徐佳如. "The Influence of Communication Barriers on Team Creativity: Leadership, Knowledge Sharing, Expressive Ties, and Learning". Thesis, 2016. http://ndltd.ncl.edu.tw/handle/03906487986785254604.

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碩士
國立中興大學
科技管理研究所
104
Due to the rapidly changing economy, creativity is becoming more and more critical for the success and survival of many organizations. Creativity enables teams to solve problems through the integration of divergent thoughts and perspectives. Although several factors shaping creativity (e.g., strategy, climate, conflict, etc.) have been examined in the literature, communication barriers have received relatively less attention. Therefore, this research tested the influence of communication barriers on team creativity via several intervening variables. Two hundred and forty questionnaires were collected from eight entrepreneurial student teams within three months, and structural equation modeling was used to test the hypothesized model. We found that, communication barriers negatively affected both knowledge sharing and expressive ties. However, when leadership acted as a moderator, the relationship between communication barriers and both knowledge sharing and expressive ties was found to be positive. Going further, we then studied team learning and found that these two variables of communication barrier and knowledge sharing also had a positive influence on team learning. Furthermore, team learning had a positive influence on team creativity. The study findings suggest that the leader of an entrepreneurial team should endeavor to improve team’s communication by developing shared knowledge and building strong expressive ties, which would alleviate the dysfunctional parts of team’s communication barriers. This paper aims to investigate the influence of communication barriers on team creativity of entrepreneurial teams in predicting new venture’s success and highlights the importance of leadership to manage their communication barriers.

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Sousa, Mónica Fonseca e. "Fatores promotores e barreiras na transferência do conhecimento tácito no contexto organizacional : uma revisão sistemática da literatura". Master's thesis, 2021. http://hdl.handle.net/10400.14/35189.

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Com destaque na investigação de Michael Polanyi sobre o conceito de conhecimento, o campo científico inicia uma abordagem para a sua dimensão tácita. O conhecimento tácito pode explicar-se com recurso a diversas perspetivas, destacando-se os autores Grant (2007), Alwis e Hartmann (2008) e Maravilhas e Martins (2019), sendo que os últimos o definem como “o que é preservado na mente de alguém, e inclui factos, histórias, preconceitos e intuições” (Maravilhas e Martins, 2019). Definiu-se como objetivo da presente Revisão Sistemática de Literatura determinar os fatores promotores e as barreiras que influenciam a transferência do conhecimento tácito. Através da análise dos artigos encontraram-se evidências a nível individual e organizacional tanto para os fatores que promovem como para as barreiras que afetam este processo. Os resultados da análise permitiram concluir que ambientes que promovem a abertura e a transparência são mais eficazes na transferência de conhecimento tácito. Possibilitou, também, a conclusão de que relações baseadas em confiança e de altruísmo se tornam mobilizadores desta transferência, bem como certos tipos de métodos de treino, como o mentoring e coaching. Além disso, eliminar características conflituosas, como certos tipos de cultura organizacionais torna-se positivo para esta partilha.
Highlighted by Michael Polanyi’s research on the concept of knowledge, the scientific field begins an approach to its tacit dimension. Tacit knowledge can be explained using different perspectives, with emphasis on authors Grant (2007), Alwis and Hartmann (2008) and Maravilhas and Martins (2019), the latter defining it as “what is preserved in someone’s mind, and includes facts, stories, prejudices and intuitions” (Maravilhas and Martins, 2019). The aim of the Systematic Literature Review was to determine the promoting factors and barriers that influence the transfer of tacit knowledge. Through the analysis of the articles, evidence was found at an individual and organizational level, both for the factors that promote and the barriers that affect this process. The results of the analysis allowed us to conclude that environments that promote openness and transparency are more effective in transferring tacit knowledge. It also enabled the conclusion that relationships based on trust and altruism become mobilizers of this transference, as well as certain types of training methods, such as mentoring and coaching. In addition, eliminating conflicting characteristics, such as certain types of organizational culture, is positive for this sharing.

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Chen, Liu-Xin y 陳柳馨. "A Study of Usres on One Web-Based Learning Community with the Barrier of Knowledge Sharing". Thesis, 2008. http://ndltd.ncl.edu.tw/handle/17858544497331620834.

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碩士
國立臺北教育大學
教育傳播與科技研究所
96
The development of network science and technology had expanded the way of people's learning. It had gathered the individuals from everywhere through the fictitious cyberspace, formed all format-and-purpose web-based learning community, and offered people another sharing, cooperative, and learning channel. However, it was easy to find that there were a lot of participants who only watched quietly, but never express any opinion in such a fully sharing passionate environment. The purpose of this research was to investigate the factors causing the barrier of knowledge sharing on web-based learning community. It took “pat photo artist (assumed name)” for example to carry on the research discussion and understand the cause of behavior behind the “lurker“. This research adopted the method of the questionnaire investigation and the interview to gain the qualitative and quantitative information and reach the main purpose of this research: (1) Understood users’ behavior of the web-based learning community; (2) Investigated the factors of the barrier of knowledge sharing; (3) Put forward the way of solving the barrier of knowledge sharing, for follow-up relevant research and relevant communities to consult. The results of the research were: (1) Most web-based learning community users had the barrier of knowledge sharing; (2) There were four factors influencing the barrier of knowledge sharing: usability, motivation, personality and privacy; (3) Solved the barrier of knowledge sharing on web-based learning community by building a encouraging atmosphere, holding a gathering meeting, increasing a server flow, improving interface, and opening up beginners’ discussion area to encourage beginners to involve more.

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Maharaj, Ravendra Omarsunker. "Is Eskom's organisational culture a barrier to knowledge sharing? : a study conducted in the Generation Division of Eskom". Thesis, 2005. http://hdl.handle.net/10413/1774.

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The management of knowledge has taken on greater importance in 21st century as more companies compete in the open market. The company that is aware ofwhat knowledge it possess and is able leverage its knowledge effectively will have a significant advantage over its competitors. A major stumbling block to implementation of knowledge management initiatives has been organizational culture. If the culture of the organization is not conducive to knowledge sharing, no knowledge management initiative will ever succeed. This study was focussed on examining the cultural landscape ofthe Generation Division of Eskom in order to understand what impact it will have on future knowledge management initiatives and to provide insight on what issues need to be addressed in order to facilitate a culture of knowledge sharing within the Division. Hermeneutics, coupled with systems thinking, was used to identify the factors within the Generation Division's organisational culture that influenced knowledge sharing. Trust, compassion for fellow employees and mutual respect were identified as critical factors that inhibited the development of meaningful relationships amongst employees which is pivotal to sharing tacit knowledge. This study recommends paying more attention to developing and improving employee relationships than investing in expensive IT infrastructure to transfer tacit knowledge.
Thesis (MCom.)-University of Kwazulu-Natal, 2005.

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Wu, Cheng-Ni y 吳政霓. "Exploring the Impact of Bureaucratic Organizational Culture on the Barrier of Knowledge-Sharing – A Study of a certain Military Unit". Thesis, 2014. http://ndltd.ncl.edu.tw/handle/jgsse9.

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碩士
銘傳大學
資訊管理學系碩士在職專班
102
In recent years, various military units display high level of interest in how to process knowledge sharing because the units all face the same difficulties in the knowledge sharing and the applying techniques. These would inevitably result in the loss of important knowledge related to job operation and execution. This study would like to conduct in-depth interviews from the high-level executives and department heads of the military unit to explore the factors about the barriers in knowledge sharers by using Ground Theory for analyzing the collected data. Also new staff at the unit were been interviewed for understanding the different views between new workers and recent workers in knowledge sharing. The results from the interviews were analyzed and compared to find the barrier factors impacting knowledge sharing. This study finally summarized a few factors impacting the factors of knowledge sharing. For example, in a bureaucratic organizational culture, leadership attitudes, characteristics of knowledge, competition, rewards and penalties, environment and equipments all have an impact on knowledge sharing. Among them, the factor of characteristics of knowledge in the military unit is more special than the others. Due to some content of knowledge may involve military or national secrets, and therefore knowledge can’t be shared under any circumstances. Moreover, this kind of information is concerned with the possibility of information leak, so the information would be chosen to be reserved and all of the media related to this information would need to be in compliance with privacy rules. And the leader is not willing to let all people to know this kind of confidential information. Conclusively, these factors all could impact the implementation of knowledge sharing. Finally, this study proposes recommendations in response with the discovered barriers to improve the possibilities of knowledge sharing in military for solving the difficulties currently existed in knowledge sharing.

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Sun, Yi-Wen y 孫以文. "The effects of self-efficacy and learning motivation on learning performance, knowledge sharing and organizational performance：learning barrier as a moderating variable". Thesis, 2015. http://ndltd.ncl.edu.tw/handle/96114995726101988858.

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碩士
淡江大學
企業管理學系碩士班
103
The 21st century is the era of knowledge economy, companies make extensive use of knowledge to enhance the competitiveness of enterprises, so knowledge management has become an important part of business operations, and with the advancement of information technology, staff can provide business value through the accumulation of knowledge-learning and enhance competitiveness force. Carden & Lenoria (2007) indicated that companies concerned with limited resources to learn how to use the digital way to enhance organizational performance, and the number of e-learning has been a lot of companies to enhance organizational performance an integral part. This study was a phenomenon, whether schools or enterprises in introducing digital learning has been unable to get a good implementation of the results, in which learning outcomes can be measured by two variables, self-efficacy and learning motivation. This study learning barrier in promoting e-learning after encounter in self-efficacy, learning motivation influence of possible interference effects on learning performance; explore learning performance to achieve organizational performance and knowledge sharing under the influence of business competitiveness and, to provide enterprises in the promotion of e-learning behavior recommendations. This paper set up the conceptual framework and hypothesis based on the theory and used convenience sampling and snow balling to return valid questionnaires 214 shares totally. By implementing the regression analysis, hierarchical regression and one way ANOVA to verify each hypothesis, this paper got some conclusions, the conclusions following are: 1. Self-efficacy and learning performance have positive effect on the e-learning. 2. Learning motivation and learning performance have positive effect on the e-learning. 3. Learning performance and knowledge sharing have positive effect on the e-learning. 4. Learning performance and organizational performance have positive effect on the e-learning. 5. Learning barrier has no moderating effect on the influence relationship between self-efficacy and learning motivation. According to this study, improve the quality of the staff will be able to organize themselves to bring performance, even in the face of learning disabilities can be solved; others suggested that the company in promoting e-learning, the establishment of a dedicated unit to facilitate the increase of digital learning content depth and breadth.

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