“The concept of knowledge sharing is important because it helps individuals and businesses be more agile and adaptable in the face of change and helps ensure continued growth and survival.” - Seta A. Wicaksana, 2021

1. KNOWLEDGE SHARING
Seta A. Wicaksana
Founder and Managing Director of www.humanikaconsulting.com
Individuals and Businesses Be More Agile:

2. “The concept of
knowledge sharing is
important because it helps
individuals and businesses
be more agile and
adaptable in the face of
change and helps ensure
continued growth and
survival.”
- Seta A. Wicaksana, 2021

3. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia – Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Assessor Talent Management
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi kompetensi” Elexmedia
Gramedia 2016, Industri dan Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020. Human Factor Engineering: Manusia dan Lingkungan Kerja. DD
Publishing, 2021, Psikologi Industri dan Organisasi, DD Publishing, 2021
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM Disertasi Peran Utama Budaya Organisasi dalam
Agilitas Organisasi di Lembaga Pemerintah Non Kementrian XYZ
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Mathematics: Cryptology sekolah ikatan dinas Akademi Sandi Negara

4. Can You
Imagine…
• Think about it this way: If you're the only person
at work who understands the company's filing
system, and something happens to you (for
example, you become ill, lose your job, or
relocate), who will have knowledge of the filing
system? The answer is no one, unless you've
engaged in the process of knowledge sharing to
pass along what you know.
• Knowledge sharing can be achieved in a number
of ways, from writing a book or manual to
delivering a presentation to having an informal
chat during lunch or offering mentoring or job
shadowing opportunities.

5. Challenges
• Knowledge sharing can sometimes constitute a major challenge in the field of knowledge management.
• The difficulty of knowledge sharing resides in the transference of knowledge from one entity to another. Some
employees and team leaders tend to resist sharing their knowledge because of the notion that knowledge is property;
ownership, therefore, it becomes very important. Leaders and supervisors tend to hoard information in order to
demonstrate power and supremacy over their employees.
• Supervisors and managers have a key role in this – they need to create a work culture which encourages employees to
share their knowledge. However, Dalkir (2005) demonstrated that individuals are most commonly rewarded for what
they know, not what they share. Negative consequences, such as isolation and resistance to ideas, occur when
knowledge sharing is impeded.
• Sometimes the problem is that a part of an employee's knowledge can be subconscious and therefore it may be
difficult to share information. To promote knowledge sharing and remove knowledge sharing obstacles, the
organizational culture of an entity should encourage discovery and innovation. Members who trust each other are
willing to exchange knowledge and at the same time want to embrace knowledge from other members as well.
• National culture is also one of the common barriers of knowledge sharing because culture has a huge effect on how
people are tend to share knowledge between each other. In some cultures, people share everything, in other cultures
people share when asked, and in some cultures, people don't share even if it would help to achieve common goals.
• Pinho et al. (2012) have made comprehensive literature review of knowledge management barriers and facilitators.
Barriers are considered to be obstacles that hinder knowledge acquisition, creation, sharing and transfer in and
between organizations based on individual, socio-organizational or technological reasons. Respectively facilitators are
seen as enabling factors that improve, stimulate or promote the flow of knowledge. According to Maier et al. (2002)
understanding of the process supporting knowledge management enables further consideration of the obstacles and
facilitating factors.

6. Importance to organizations
• Knowledge is transferred in organizations whether it is a managed process or not since everyday
knowledge transfer is a key part of organizational life.
• However, finding the best expert to share their knowledge in a specific matter could be hard,
especially in larger organizations. Therefore, a structured strategy for knowledge transfer is required
for the organization to thrive. Larger companies have a higher tendency to invest more on
knowledge management processes, although competitive benefits are gained regardless of
organization size.
• In an organizational context, tacit knowledge refers to a kind of knowledge that human beings
develop by the experience they gain over years. At present the employees’ experience and
knowledge can be seen as the most important and most valuable source that organizations have to
protect.
• Knowledge constitutes a valuable, intangible asset for creating and sustaining competitive
advantages within organizations. Several factors affect knowledge sharing in organizations, such as
organizational culture, trust, incentives, and technology.
• Concerning the communication and coordination between groups condition, the organizations
that are centralized with a bureaucratic management style can hinder the creation of new
knowledge whereas a flexible decentralized organizational structure encourages knowledge-sharing.
• Knowledge sharing activities are commonly supported by knowledge management systems, a form
of information technology (IT) that facilitates and organizes information within a company or
organization.

7. Knowledge sharing
• Knowledge sharing is an activity through which knowledge (namely, information,
skills, or expertise) is exchanged among people, friends, peers, families,
communities (for example, Wikipedia), or within or between organizations.
Knowledge sharing is part of the Knowledge management process.
• Knowledge sharing is the act of exchanging information or understanding
between individuals, teams, communities, or organizations. Knowledge may be
explicit (meaning procedures and documents) or tacit (meaning intuitive and
experience-based). Sharing knowledge is an intentional process that not only
bolsters an individual's understanding but helps create or enhance an archive of
accessible knowledge for others.
• Knowledge sharing has been recognized as the most important factor in the
success of KM. Knowledge sharing means the exchange of employees'
knowledge, skills, and experiences. It ensures that the knowledge within an
organization is available for employees whenever they need it, and its benefits
include retaining intellectual assets and improving productivity.

8. “Knowledge sharing is the most important factor in
the success of KM, exchanging information
(knowledge, skill, experiences) may be explicit or
tacit, intentional process, and It ensures that the
knowledge within an organization is available for
employees whenever they need it, and its benefits
include retaining intellectual assets and improving
productivity.”
- Seta A. Wicaksana, 2021

9. Knowledge sharing
as flow or transfer
Although knowledge is commonly treated as
an object, Dave Snowden has argued it is
more appropriate to teach it as both a flow
and a thing. Knowledge as a flow can be
related to the concept of tacit knowledge.
While the difficulty of sharing knowledge is in
transferring knowledge from one entity to
another, it may prove profitable for
organizations to acknowledge the difficulties
of knowledge transfer and adopt new
knowledge management strategies
accordingly.

10. Knowledge Sharing
Levels
• Explicit knowledge is documented information that is easily stored, organized, searched
and applied.
• Explicit knowledge sharing occurs when explicit knowledge is made available to be shared
between entities.
• Explicit knowledge sharing can happen successfully when the following criteria are met:
• Articulation: the knowledge provider can describe the information.
• Awareness: the recipient must be aware that knowledge is available.
• Access: the knowledge recipient can access the knowledge provider.
• Guidance: the body of knowledge must be defined and differentiated into different
topics or domains so as to avoid information overload, and to provide easy access
to appropriate material. Knowledge managers are often considered key figures in
the creation of an effective knowledge sharing system.
• Completeness: the holistic approach to knowledge sharing in the form of both
centrally managed and self-published knowledge.

11. Knowledge Sharing
Levels
• Tacit knowledge, encompasses the experiences, skills, intuitions, observations and methods
stored primarily in the minds of your employees—the way they work.
• Tacit knowledge sharing occurs through different types of socialization. Although tacit
knowledge is difficult to identify and codify, relevant factors that influence tacit knowledge
sharing include:
• Informal networks such as daily interactions between people within a defined
environment (work, school, home, etc.). These networks span hierarchies and
functions.
• The provision of space where people can engage in unstructured or unmonitored
discussions, thereby fostering informal networks.
• Unstructured, less-structured or experimental work practices that encourage creative
problem solving, and the development of social networks.
• An organizational culture which is based on trust. This encourages employees to share
their knowledge.
• Employees’ strong organizational commitment and loyalty to their employers
supports tacit knowledge sharing.

12. Knowledge Sharing Levels
• Embedded knowledge sharing occurs when knowledge
is shared through clearly delineated products, processes,
routines, etc.
• This knowledge can be shared in different ways, such as:
• Scenario planning and debriefing: providing a
structured space to create possible scenarios,
followed by a discussion of what happened, and
how it could have been different.
• Management training.
• Knowledge transfer: deliberately integrating
systems, processes, routines, etc., to combine and
share relevant knowledge.

13. Antecedents
• Previous studies have identified three elements that have a critical impact
on knowledge sharing: a knowledge-sharing culture, information
technology (IT), and employee motivation (Jones et al., 2006).
• Knowledge residing in the minds of people has no value until it is utilized
and shared among other employees of an organization, as Davenport et al.
(1998) rightly stressed that “knowledge is created invisibly in the human
brain and only right organizational climate can persuade people to create,
reveal, share and use it.” Organizations and their authorities can provide a
natural and friendly environment that may encourage employees to share
their ideas and knowledge. IT capability is a necessary foundation for
knowledge sharing.
• Five distinct conditions of the organizational culture have a positive effect
on knowledge-sharing: communication and coordination between groups,
trust, top management support, the reward system, and openness.

14. How…
• Communities of Practice: a group of people who share a craft or a profession; usually takes the form of
cross organizational or inter-organizational workgroups, in physical, virtual or blended forms
• Communities of Interest: Informal and voluntary gathering of individuals discussing on a regular basis, in
many cases through defined digital channel
• Workgroups: Task-oriented groups that may include project teams or employees from various
departments, working and sharing knowledge together towards a specific goal such as product
development or production
• Knowledge cafe: a methodology to conduct knowledge sharing sessions using a combination of a large
assembly and of small discussion groups of 3-5 persons, usually around small tables
• Lessons learned techniques: techniques to learn from what has happened before and what could be
done better the next time.
• Mentoring: a way to share a wide range of knowledge from technical values to technical and operational
skills. Via mentoring programs, it is possible to share tacit norms of behaviour and cultural values.
• Chats: Informal sharing, using instant messaging platforms. The knowledge is accessible mainly in the
present or by search.
• Wikis: digital spaces to gather and share knowledge on specific topics. While discussion groups and chats
are time-based. Wikis are topic-based. Wiki pages and topics link to form an intuitive network of
accumulated knowledge. Categories are also used as a means to organize and present topics in wiki
pages.
• Storytelling: an informal way to share knowledge, where knowledge owner shares real life stories to
other.
• Shared Knowledge Bases: Shared organized content, containing information and knowledge. Can be
formed as websites, intranets databases, file drives or any other form that enables the access to content
by the various individuals.
• Expert Maps: Organized lists or network of experts and corresponding expertise. Enables indirect access
to the knowledge (via the expert).

15. Connection To
Adjacent
Disciplines
Information technology systems
• Information technology (IT) systems are common tools that help facilitate knowledge sharing and
knowledge management.
• The main role of IT systems is to help people share knowledge through common platforms and
electronic storage to help make access simpler, encouraging economic reuse of knowledge.
• IT systems can provide codification, personalization, electronic repositories for information and
can help people locate each other to communicate directly. With appropriate training and
education, IT systems can make it easier for organizations to acquire, store or disseminate
knowledge.

16. Connection to
adjacent disciplines
Economic theory
• In economic theory, knowledge sharing has been studied in
the field of industrial organization and in the field of
contract theory.
• In industrial organization, Bhattacharya, Glazer, and
Sappington (1992) have emphasized the importance of
knowledge sharing in research joint ventures in a context of
imperfect competition. In the theory of incomplete
contracts, Rosenkranz and Schmitz (1999, 2003) have used
the Grossman-Hart-Moore property rights approach to
study how knowledge sharing is affected by the underlying
ownership structure.

17. Benefits Of Knowledge Sharing
• Engage employees – Especially in larger organizations, employees may find it challenging to make their voices
heard or play an important role in company decisions and initiatives. An effective knowledge-sharing culture
works in two ways. It encourages employees to share their expertise and connect with other team members
who can learn from or build upon that expertise. It also communicates how that knowledge contribution
plays a role in big decisions or advancements.
• Reduce rework and redundancy – Whether it’s a proven solution to a common customer problem, an
especially effective training program or a faster way to complete complex financial calculations, making
knowledge easily searchable or sharable promotes productivity by reducing the need for rework.
• Make informed decisions – With the right knowledge at their fingertips, whether searched or sent,
employees can make faster decisions based on relevant, verified, updated and often tried-and-true
knowledge. Based on their unique experiences, they can also add to that knowledge, further enhancing their
problem-solving and decision-making capacity.
• Avoid knowledge loss – Institutional knowledge has value. When someone leaves your business, their
valuable expertise and experience can be lost to your enterprise. A strong knowledge sharing culture enables
you to preserve that experience and expertise for your team’s future access.
• Spark innovation – By regularly engaging employees and reducing redundancies, you encourage employees
(and free up their time) to contribute to company knowledge. This allows them to share areas of expertise
you might not have otherwise uncovered and collaborate more innovatively and creatively with their
colleagues.
• Identify growth opportunities – With a strong knowledge-sharing culture, you can identify frequent or
especially impactful contributors who may offer unique expertise or have the capacity to inspire and teach
their colleagues. Opportunities for recognition and promotion of these employees as subject matter experts
or managers may follow.
• Improve client relationships – A well-informed employee, confident in their ability to find the right answers
and deliver them to their customers, will provide better customer experiences. An employee who feels
engaged and valued will also work harder to improve and expand customer relationships.

18. Knowledge Sharing
System
• A knowledge sharing system is a resource that allows employees to access,
share, and reuse or apply knowledge stored throughout your organization. That
knowledge may be documented (explicit) or housed within the mind of another
employee or company leader (tacit).
• A knowledge management system with intuitive search features and well-
organized, tagged content ensures that employees who seek explicit
knowledge can easily find it, be alerted to other relevant knowledge and share
it with other members of the organization who could put it to beneficial use.
• To promote the exchange of tacit knowledge, an effective knowledge
management system and culture should also offer opportunities for formal and
informal connections with experts and colleagues. From shadowing or
mentoring arrangements and hands-on training to less-structured discussion
spaces or messaging applications, these connections allow for a more-free flow
of information.

19. Organizational
Learning &
Knowledge
Sharing
• Continuous organizational learning allows your enterprise to evolve to meet the needs of your customers
and market and helps identify new opportunities for growth. But continuous organizational learning does
not happen in a vacuum. Your organization must seek and create knowledge, encourage employees to
contribute new ideas and offer opportunities for employee development and discussions that may spark
new thoughts and practices. It requires that you find ways to retain knowledge, so it’s not lost if certain
employees depart. It also calls for knowledge sharing with the right people at the right time through
intuitive searches, direct communications, and a culture that encourages regular sharing and collaboration.
• You can use knowledge management tools to maximize organizational learning. These tools enable
employees (with the right permissions) to collaborate on creating or updating documents, protocols and
training materials; easily search for and/or share relevant knowledge materials; and connect in ways that
allow tacit knowledge stored in the minds of individual employees to be more widely understood and
applied (more explicit). Organizations learn and improve by sharing knowledge and acting on the insights
gained from that knowledge.

20. Learning and
Giving for
Better
Indonesia
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