Knowledge Sharing: A review & Direction for Future Research


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Knowledge Sharing: A review & Direction for Future Research

  1. 1. Knowledge Sharing: A Review & Directions for Future Research MHR1023: KNOWLEDGE MANAGEMENT
  2. 2. Sheng, Wang and Noe, Raymond A., (2009).Knowledge Sharing: A Review and Directions forFuture Research. Human Resource Management Review. 20 (2010). 115-131
  4. 4. Critical organizational resource that provides a sustainable competitive advantage in a competitive and dynamic economy Knowledge sharing between employees andwithin and across teams allows organizations to exploit and capitalize on knowledge-based resources (Cabrera & Cabrera, 2005; Damodaran & Olphert, 2000; Davenport & Prusak, 1998)INTRODUCTION
  5. 5. E-systems and member groups’ issues Self-evaluations influence knowledge sharing Job and organizational attitudes influence on knowledge sharing Effect organizational culture on knowledge sharing Integrate from several discipline influence knowledge sharingISSUES IN KNOWLEDGE SHARING
  6. 6. Prior reviews have focused on technological issues involved in knowledge sharing or knowledge transfer across units, organizations, or within inter-organization networks. Other researchers believe that all information is considered knowledge but knowledge is more than just information, knowledge includes information and know- how Difference Knowledge Transfer & Exchange • Knowledge transfer involves both the sharing of knowledge by the knowledge source and the acquisition and application of knowledge by the recipient. • knowledge exchange includes both knowledge sharing and employees providing knowledge to others and knowledge seeking or employees searching for knowledge from others.ISSUES IN KNOWLEDGE SHARING: Integrate from several discipline influence knowledge sharing
  7. 7. Lin and lee (2006) found that executive perceptions of the relative advantage of knowledge sharing for the business, compatibility to existing business process, and complexity to encourage knowledge sharing served as mediators between organizational climate and an organizations intention to encourage knowledge sharing. Several studies found no relationship between extrinsic motivation and knowledge sharing intentions or attitudes toward knowledge sharing Emphasized the need to align incentives and knowledge sharing. The results of these studies suggest that team characteristics and processes influence knowledge sharing among team members. Knowledge sharing does; however, appear to be contingent on individuals confidence of sharing useful knowledge with others.ISSUES IN KNOWLEDGE SHARING: Effect organizational culture on knowledgesharing
  8. 8. Social exchange Influence of attitudes Create disincentive• Occur among employees • Been investigated rather for knowledge across teams extensively using the • Becomes a common• Knowledge transfer from theory of reasoned action good and individuals lose strong or weak tie • Understanding how to their distinctiveness perspectives suggest enhance positive compared to others potential research attitudes toward • Refrain from sharing questions on knowledge knowledge sharing knowledge for fear of sharing. losing power • (Bordia, 2006) Directly examined the evaluation apprehension– knowledge sharing relationship. ISSUES IN KNOWLEDGE SHARING: Job and organizational attitudes influence on knowledge
  9. 9. Core self-evaluations influence knowledge sharing through influencing perception of the usefulness of knowledge sharing and reducing evaluation apprehension. Leadership characteristics may affect the level of team knowledge sharing through creating knowledge sharing norms (Quigley, 2007). Leader–member exchanges may mediate the justice–knowledge sharing relationship.ISSUES IN KNOWLEDGE SHARING: Self-evaluations influence knowledge sharing
  10. 10. • Using either willingness or intention to share knowledge or self-reported knowledge sharing behaviors • Combined knowledge sharing with utilizing knowledge and or seeking knowledgeMeasured • Help increase the validity of knowledge sharing measures • Culture emphasizing trust and innovation is conducive to knowledge sharing • Management support for knowledge sharing may beExamine demonstrated by emphasizing sharing “lessons learned” instead of “mistakes made”.ISSUES IN KNOWLEDGE SHARING: E-systems and member groups’ issues
  11. 11. 5 essential aspects: Motivational Organizational context factorInterpersonal Team Individualcharacteristic characteristic characteristic Lack of statistical Gives overall view of analysis. KSS concept at Method of statistical individual level analysis might contribute proper studyCONCLUSION