Management of knowledge is seen as underpinning learning. Some organizations see direct links between knowledge management,improving skills and competencies and overall performance. There seems to be very poor interaction between teams at SCISL and not ready to share knowledge across the program. The study explore the reasons why SCISL Team Members are not actively participating in information sharing which they generate through programming.

1. “Why Program Teams does not effectively participate in Knowledge
Management: with special reference to sharing of knowledge”
Lionel R. Amarakoon; FLA (S.L.); FCILIP (U.K.); MITD; PGD; Dip in HRD; Maters in Information
Management (Reading)
Librarian UoB – WCMT Campus Sri Lanka – e-mail: lra1ext@bolton.ac.uk
Sakunthala Kumari Amarakoon; BSc (Sp.) Hon IT; MSc in Information (Systems)
Management at University of Greenwich, London – e-mail: ruwani.amarakoon@gmail.com
Abstract
The objective of this study is to determine reasons why program team members at Save the
Children UK in Sri Lanka are not actively participating in information sharing which they
generate through programming in Sri Lanka.
The total population of the study is around 66 that include all E and F grades that are
expected to generate key documentation within SCISL. 10% of the total population is
selected as the sample for this study. These people were selected systematically from the
payroll of SCiSL. Every possible action was taken to include people from SMT and mid
management, into this sample and took steps to gender balance the selected sample. A
structured questionnaire was used to gather Information on-line. One to one interviews were
also held with the senior managers, who were in the sample selected systematically.
Most of the team members of SCiSL are not aware of the usefulness of the Knowledge
Management Initiatives such as ‘Intranet’, ‘Main-data System’ etc.
They were reluctant to share lessons learnt, especially the failures.
Though 33 % said that they had contributed to the above-mentioned KM Tools, majority of
them 66.7% never had contributed.
Majority of SCiSL team members do not support knowledge hoarding at all (66.7%), 22.2 %
averagely support this idea of knowledge hoarding.

2. There is a relationship between KM rewarding systems at SC. Team members showed
interest in sharing of information if they are rewarded appropriately. SCiSL staff does not
share information because, they do not have time to share; and they are not paid to do so.
There can be limitations to this study if people to be interviewed are not giving genuine answers to
the questions. If we are to interview, the respondents while their line managers are in the vicinity,
responses can be biased towards the management.