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The impact of knowledge sharing
on organizational learning and
effectiveness
By: Jen-te Yang
Presenters
Introduction
 Abdul Rafay
Fundamental Theory
 Fahad Yaqoob
Research Design
 Husnain Hamid
Results
 Muhammad Ahmed
Discussion
 Kamran Ahmed
Limitations & Conclusions
 Sarmad Ali
Introduction
What impact knowledge sharing &
organizational learning creates on
organizational effectiveness.
Knowledge sharing
Knowing process
Fundamental Theory
Knowledge Sharing
 Knowledge sharing occurs when an individual is willing to
assist as well as to learn from others in the development of
new competencies
Organizational Learning
 Organizations should be able to learn continuously, to
leverage from
the knowledge they capture, to apply it to reality and to
increase innovative knowledge
Knowledge Sharing
Knowledge allows for exceptional marginal
rates of productivity
Bournemann, Sammer (2003)
Knowledge Depreciation
Knowledge Sharing
 5 Types of Knowledge Depreciation
 First; employees quit a job without the transfer of their knowledge;
 Second; existing organizational knowledge is obsolete
 Third; new creative products and services are rendered sub-
standard by old know-how or unprofitable products
 Fourth; knowledge is incompletely transferred
 Fifth; organizational knowledge is difficult to access
 KD has negative impact on organizational performance
Organizational learning
Long-term success
After Sharing knowledge – Interpretation of
Info
 Reinforcement of individual absorptive abilities
Research Design
Variables
Independent Variable Dependent Variable
Research Hypothesis
 H1. Knowledge sharing positively influences
organizational learning.
 H2. Knowledge sharing and organizational learning
positively influence organizational effectiveness
Research Design
 1200 questionnaires were distributed to participants across nine
international tourist hotels in Taiwan.
 The response rate after deducting the unusable questionnaires was
41.6 percent.
 The questionnaires was based on literature review and the existing
instruments.
 The questionnaire was initially written in English.
 The final set of the questionnaire was presented in both Mandarin
and English
 It contained three sections: knowledge sharing, organizational
outcomes, and demographics
Organizational Learning and
Effectiveness
Demographics
Respondent
 Total Respondent are 499
 In which 57.5% are and 42.5% are female
 66.6% are graduate and 2.8 are post graduate
Respondents
57.5
42.5
female
male
Studies
66.6
2.8
30.6
graduate
post graduate
other studies
Scale used
Seven point scale
 1 strongly disagree, 2 disagree, 3 slightly
disagree, 4 moderate, 5 slightly agree, 6
agree, 7 extremely agree;
1st statistics
Knowledge sharing and organizational
learning
positive linear relationship which is (Alpha0.6,
p less than0.01)
significantly contributed
2nd statistics
Knowledge sharing, organizational learning
and organizational effectiveness
T scale used
80 percent output
What it mean?
Learn from doing
Don’t do practical you won’t learn
 Everyone shares his knowledge
Discussions
 The efforts of knowledge sharing facilitate greater
organizational effectiveness.
 Positive relationship between organizational learning
and organizational effectiveness which facilitate
financial performance.
Knowledge sharing and organizational learning
 Regression model shows knowledge sharing has 39%
variance in organizational learning.
 Knowledge sharing enables individual learning to
flow throughout organization which encourage
organizational learning.
Discussions
 The integration of shared knowledge into
organizational assets is necessary for organizational
learning.
 Knowledge sharing had a statistically significant
relationship with organizational learning.
Knowledge sharing, organizational learning and
effectiveness
 Contribution of organizational learning is relatively
higher than contribution of knowledge sharing.
Discussions
 Knowing process is composed of 3 components
 Sharing
 Thinking
 Learning
 Sharing process enables individuals to think about
sharer’s ideas
 Implementing knowledge sharing practices could
facilitate creating new knowledge
 It improve organizational behaviors, make
organization innovative and competitive which
eventually leads to organizational effectiveness.
Limitations
Limited focus of the sample
Results may not be generalized
Conclusion
The results support the Hypothesis
 H1: Knowledge sharing positively influences
organizational learning.
Successful implementation of explicit and
implicit knowledge
Ultimate goal of KS is to transfer knowledge
to organizational capabilities (i.e. Assets)
Knowledge Sharing

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Knowledge Sharing

  • 1. The impact of knowledge sharing on organizational learning and effectiveness By: Jen-te Yang
  • 2. Presenters Introduction  Abdul Rafay Fundamental Theory  Fahad Yaqoob Research Design  Husnain Hamid Results  Muhammad Ahmed Discussion  Kamran Ahmed Limitations & Conclusions  Sarmad Ali
  • 3. Introduction What impact knowledge sharing & organizational learning creates on organizational effectiveness. Knowledge sharing Knowing process
  • 4. Fundamental Theory Knowledge Sharing  Knowledge sharing occurs when an individual is willing to assist as well as to learn from others in the development of new competencies Organizational Learning  Organizations should be able to learn continuously, to leverage from the knowledge they capture, to apply it to reality and to increase innovative knowledge
  • 5. Knowledge Sharing Knowledge allows for exceptional marginal rates of productivity Bournemann, Sammer (2003) Knowledge Depreciation
  • 6. Knowledge Sharing  5 Types of Knowledge Depreciation  First; employees quit a job without the transfer of their knowledge;  Second; existing organizational knowledge is obsolete  Third; new creative products and services are rendered sub- standard by old know-how or unprofitable products  Fourth; knowledge is incompletely transferred  Fifth; organizational knowledge is difficult to access  KD has negative impact on organizational performance
  • 7. Organizational learning Long-term success After Sharing knowledge – Interpretation of Info  Reinforcement of individual absorptive abilities
  • 10. Research Hypothesis  H1. Knowledge sharing positively influences organizational learning.  H2. Knowledge sharing and organizational learning positively influence organizational effectiveness
  • 11. Research Design  1200 questionnaires were distributed to participants across nine international tourist hotels in Taiwan.  The response rate after deducting the unusable questionnaires was 41.6 percent.  The questionnaires was based on literature review and the existing instruments.  The questionnaire was initially written in English.  The final set of the questionnaire was presented in both Mandarin and English  It contained three sections: knowledge sharing, organizational outcomes, and demographics
  • 12.
  • 15. Respondent  Total Respondent are 499  In which 57.5% are and 42.5% are female  66.6% are graduate and 2.8 are post graduate
  • 18. Scale used Seven point scale  1 strongly disagree, 2 disagree, 3 slightly disagree, 4 moderate, 5 slightly agree, 6 agree, 7 extremely agree;
  • 19. 1st statistics Knowledge sharing and organizational learning positive linear relationship which is (Alpha0.6, p less than0.01) significantly contributed
  • 20. 2nd statistics Knowledge sharing, organizational learning and organizational effectiveness T scale used 80 percent output
  • 21. What it mean? Learn from doing Don’t do practical you won’t learn  Everyone shares his knowledge
  • 22. Discussions  The efforts of knowledge sharing facilitate greater organizational effectiveness.  Positive relationship between organizational learning and organizational effectiveness which facilitate financial performance. Knowledge sharing and organizational learning  Regression model shows knowledge sharing has 39% variance in organizational learning.  Knowledge sharing enables individual learning to flow throughout organization which encourage organizational learning.
  • 23. Discussions  The integration of shared knowledge into organizational assets is necessary for organizational learning.  Knowledge sharing had a statistically significant relationship with organizational learning. Knowledge sharing, organizational learning and effectiveness  Contribution of organizational learning is relatively higher than contribution of knowledge sharing.
  • 24. Discussions  Knowing process is composed of 3 components  Sharing  Thinking  Learning  Sharing process enables individuals to think about sharer’s ideas  Implementing knowledge sharing practices could facilitate creating new knowledge  It improve organizational behaviors, make organization innovative and competitive which eventually leads to organizational effectiveness.
  • 25. Limitations Limited focus of the sample Results may not be generalized
  • 26. Conclusion The results support the Hypothesis  H1: Knowledge sharing positively influences organizational learning. Successful implementation of explicit and implicit knowledge Ultimate goal of KS is to transfer knowledge to organizational capabilities (i.e. Assets)

Editor's Notes

  1. To Learn – Given by Peter Senge 1998
  2. Organizational forgetting (aka Depreciation)
  3. 5 types; Argote
  4. Focused on international chain hotels in Taiwan. Could not generalize international chain hotels in other countries and independent hotels in Taiwan because they may or may not have similar work patterns, organizational cultures or systems.
  5. To sum up the whole study Which means that knowledge sharing definitely impacts organizational learning at certain levels. Explicit & Implicit knowledge (codified & experiential learning), such as routine tasks and competencies required to do a job. But if there are no mechanisms implemented in an organization to store and share knowledge the effects won’t be long lasting, which means that organization may lose a great asset. The more the individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities, (i.e. its effectiveness) will become.