Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Sharing capability: the development of a framework to investigate knowledge sharing in distributed organizations

745 views

Published on

Hazel Hall's paper presented at the Third European Conference on Organizational Knowledge, Learning and Capabilities, Athens, Greece, 5-6 April 2002. The full text manuscript of the paper is available from http://drhazelhall.files.wordpress.com/2013/01/2002_hall_sharing_capability_greece.pdf. The material presented here draws on the preliminary findings of Hazel Hall's doctoral research, the full details of which are available from http://hazelhall.org/publications/phd-the-knowledge-trap-an-intranet-implementation-in-a-corporate-environment/

Published in: Education
  • Be the first to comment

  • Be the first to like this

Sharing capability: the development of a framework to investigate knowledge sharing in distributed organizations

  1. 1. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsHazel HallSenior LecturerSchool of ComputingNapier University, Edinburghh.hall@napier.ac.uk 1
  2. 2. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Practice as reported in professional press Does social capital drive knowledge management? Research Consultancy work literature 2
  3. 3. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations How can this be explored in a robust way for a doctoral dissertation? 3
  4. 4. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations How can this be explored in a robust way for a doctoral dissertation?Use an academic theoretical Investigate a knowledgeframework to design research intensive organisationinstruments with a track record in KM 4
  5. 5. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations“Social exchange for knowledge exchange”, OKLC 2001, LeicesterDiscussion centred on theoretical framework• Exchange theories in general• Social exchange theory in particular• Treatment of social exchange theory in information science (e.g. scholarly communication, citations and acknowledgements as gifts, information sharing across networks)… and plans for primary data collection for doctoral research 5
  6. 6. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Exchange theories Social exchange theory • Actors people • Resources what people value • Structures dependent relationships • Processes interactions, opportunitiesFew instances of information/knowledge treated as exchange resources 6
  7. 7. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Evolution of research question Can social exchange theory be extended to knowledge sharing practice over intranets within large distributed organisations? 7
  8. 8. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Evolution of research question Can social exchange theory be extended to knowledge sharing practice over intranets within large distributed organisations? Incentives to generate exchange 8
  9. 9. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharing Rewards Conditions Infrastructure Usability Hard Responsibilities Articulation Soft Status Critical mass Communities Boundary objects 9Incentives for knowledge exchange (literature review)
  10. 10. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharing Rewards Conditions InfrastructureTo jump start knowledge For long-term compliance To help new members of staffsharing To encourage experimentation For cross-team workingTo match “expectations” For “community” benefitsof personality types For distributed staff To promote moral obligation For wide disseminationMove from knowledge to knowledge with appropriateas a private good as a public good support 10
  11. 11. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsPrimary data collection October - December 2001Company identified• large• multi-national• distributed• information intensive• intranet dependent 11
  12. 12. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsPrimary data collection October - December 2001Company identified Possible data subjects• large • Knowledge Managers• multi-national • Web Site Managers• distributed • UK-based• information intensive • represent company’s lines• intranet dependent of business, functions and infrastructure groupings 12
  13. 13. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharingRewards Conditions Infrastructure Schedule for semi-structured interviews Snowball technique 13
  14. 14. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsPreliminary data analysisFull set of data• 20 transcripts• 14 Knowledge Managers• 6 Web Site Managers• 50:50 gender split• represent company’s lines of business, functions and infrastructure groupings 14
  15. 15. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Preliminary data analysis Full set of data Partial set of data • 20 transcripts • 10 transcripts • 14 Knowledge Managers • 7 Knowledge Managers • 6 Web Site Managers • 3 Web Site Managers • 50:50 gender split • 50:50 gender split • represent company’s lines • represent company’s lines of business, functions and of business, functions and infrastructure groupings infrastructure groupingsData analysis to date limited 15to a sub-set of data
  16. 16. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharingRewards Conditions Infrastructure UsabilityHard Responsibilities ArticulationSoft Status Critical mass Communities Boundary objectsData analysis to date limited 16to one main theme
  17. 17. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsGoals of preliminary data analysis• To understand perceptions of: – nature and degree of knowledge sharing in company – barriers to knowledge sharing in company – roles of rewards for knowledge sharing in company• Relate findings to the concepts of the knowledge market and exchanges 17
  18. 18. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Mission statement Economic Sharing = intranet input Value recognised For staff, e.g morale, Nature and degree of retention knowledge sharing in company Effort required to Investment extract content Training Concerns over buy-in Concerns over interest in codification Knowledge sharing asSenior management job requirement Impossible 18 support Overload
  19. 19. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Mission statement Economic Sharing = intranet input Value recognised For staff, e.g morale, Nature and degree of retention knowledge sharing in company Effort required to Investment N SI O extract TE N Training content Concerns over buy-in Concerns over interest in codification Knowledge sharing asSenior management job requirement Impossible 19 support Overload
  20. 20. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Use of Organisational systems interest Barriers to knowledge sharing Treatment of information Relationships & knowledge as assets 20
  21. 21. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations system under-use, cliques, lack of buy-in, confusion IM/KM, alternative means of meeting needs company priorities Use of Organisational systems interest Barriers to knowledge sharing Examples in tables 3-5 Treatment of information Relationships & knowledge as assets 21“confidential” information, “bad” news, difficulties in making/keeping friendsintellectual property, assets unrecognised
  22. 22. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsLack of market infrastructure Lack of market in official economy intervention Use of Organisational systems interest Grey, black & alternative Inappropriate regulatory economies frameworks Barriers to knowledge sharing Restrictions on trade of Barriers between markets certain goods & traders Treatment of information Relationships & knowledge as assets 22 Certain assets not traded Lack of trading partners
  23. 23. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsLack of market infrastructure Lack of market in official economy intervention Support of Use of exchange Organisational systems structures interest Grey, black & alternative Inappropriate regulatory economies frameworks Barriers to knowledge sharing Restrictions on trade of Barriers between markets certain goods Exchange & traders resources Treatment of information Exchange actors Relationships & knowledge & support of as assets exchange 23 structures Certain assets not traded Lack of trading partners
  24. 24. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharingRewards Economic & career gainsHard Access to information and knowledgeSoft Enhanced reputation & personal satisfaction 24Roles of rewards for knowledge sharing
  25. 25. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharing Too difficult to implement & measureRewards (problems setting up market) Economic & career gains More effective routes to such resources exist (other markets) Trades description problemsHard Access to information and knowledgeSoft Enhanced reputation & personal satisfaction 25Roles of rewards for knowledge sharing
  26. 26. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharingRewards Economic & career gains Vocabulary of exchange Resource under-valued: opportunities forHard Access to information free-riding Different interpretations of bargain lead and knowledge to quality issues - nagging, charitable donations Economy does not value this currencySoft Enhanced reputation & personal satisfaction 26Roles of rewards for knowledge sharing
  27. 27. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisations Incentives for knowledge sharingRewards Economic & career gainsHard Access to information and knowledge Acknowledged & employed by KM staff -Soft Enhanced reputation & indirect tie to economic & career gains personal satisfaction Personal satisfaction as incidental 27Roles of rewards for knowledge sharing
  28. 28. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsAnalysis to date• Findings articulate with previous studies: intentions of designers of systems to promote knowledge sharing are rarely realised in implementation.• There is limited evidence of social exchange in knowledge markets: parallels with exchange theory are more easily drawn. (However data collected on enabling conditions and infrastructure is yet to be analysed. Indications are that social infrastructure will be a significant factor.)• Means of implementation may assume greater importance in later 28 analysis - focus on codification, interpretations of “knowledge sharing”.
  29. 29. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsAnalysis to date• Findings articulate with previous studies: intentions of designers of systems to promote knowledge sharing are rarely realised in implementation.• There is limited evidence of social exchange in knowledge markets: parallels with exchange theory are more easily drawn. (However data collected on enabling conditions and infrastructure is yet to be analysed. Indications are that social infrastructure will be a significant factor.)• Means of implementation may assume greater importance in later 29 analysis - focus on codification, interpretations of “knowledge sharing”.
  30. 30. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsAnalysis to date• Findings articulate with previous studies: intentions of designers of systems to promote knowledge sharing are rarely realised in implementation.• There is limited evidence of social exchange in knowledge markets: parallels with exchange theory are more easily drawn. (However data collected on enabling conditions and infrastructure is yet to be analysed. Indications are that social infrastructure will be a significant factor.)• Means of implementation may assume greater importance in later 30 analysis - focus on codification, interpretations of “knowledge sharing”.
  31. 31. Sharing capability: the development of a framework to investigate knowledge sharing in distributed organisationsRelated workDavenport, E. & Hall, H. (2001). New knowledge and micro-level online organization: communities of practice as a development framework. In R. Sprague (Ed.), Proceedings of the 34th Annual Hawaii International Conference on System Sciences (CD ROM). Los Alamitos: IEEE.Davenport E. & Hall, H. (2002). Organizational knowledge and communities of practice. In B. Cronin & D, Shaw (Eds.). Annual Review of Information Science and Technology (pp. 171-227). Medford NJ: Information Today.Hall, H. (2001). Input-friendliness: motivating knowledge sharing across intranets. Journal of Information Science 27(2), 139-146.Hall, H. (2001). Social exchange for knowledge exchange. Paper presented at the International Conference on Managing Knowledge, University of Leicester, April 10-11 2001. [http://www.bim.napier.ac.uk/esis/about_us/hazel_publications.html] 31

×