Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch002
Dana Tessier
Trust is a critical element when building knowledge management practices within an organization. For individuals and teams to share knowledge and collaborate, they must form a relationship that is based on trust. The role of trust within knowledge-sharing, and therefore collaboration and cooperation, will be discussed. In a multinational, distributed, remote work environment, colleagues will interact with content created by their peers before they interact with them, and therefore, digital repositories and content become an extension of the trust relationship between colleagues and even the organization itself. The trust required to facilitate knowledge-sharing will need to be extended to these digital environments so that the organization can maintain its competitive advantage and the benefits of effective knowledge management practices.
{"title":"Knowledge Sharing in a Digital, Remote, and Disrupted World","authors":"Dana Tessier","doi":"10.4018/978-1-7998-7422-5.ch002","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch002","url":null,"abstract":"Trust is a critical element when building knowledge management practices within an organization. For individuals and teams to share knowledge and collaborate, they must form a relationship that is based on trust. The role of trust within knowledge-sharing, and therefore collaboration and cooperation, will be discussed. In a multinational, distributed, remote work environment, colleagues will interact with content created by their peers before they interact with them, and therefore, digital repositories and content become an extension of the trust relationship between colleagues and even the organization itself. The trust required to facilitate knowledge-sharing will need to be extended to these digital environments so that the organization can maintain its competitive advantage and the benefits of effective knowledge management practices.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128511472","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch008
Ayman Abu-Rumman
This chapter explores the enablers and inhibitors to effective knowledge sharing practices within different contexts and fields of work. It covers the benefits of knowledge sharing and explores some of the most commonly used methods referencing the experiences within the banking and financial sector, the higher education sector, the automotive industry, and within the field of community development. Reference is also made to the experiences of knowledge sharing in light of the COVID-19 pandemic. The chapter concludes by asserting that a ‘one size fits all' approach to knowledge sharing and knowledge management is not feasible, but argues that there is equally strong evidence to support the view that knowledge sharing should be a key priority for all organizations in order for them to be sustainable and relevant in the longer term.
{"title":"Effective Knowledge Sharing","authors":"Ayman Abu-Rumman","doi":"10.4018/978-1-7998-7422-5.ch008","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch008","url":null,"abstract":"This chapter explores the enablers and inhibitors to effective knowledge sharing practices within different contexts and fields of work. It covers the benefits of knowledge sharing and explores some of the most commonly used methods referencing the experiences within the banking and financial sector, the higher education sector, the automotive industry, and within the field of community development. Reference is also made to the experiences of knowledge sharing in light of the COVID-19 pandemic. The chapter concludes by asserting that a ‘one size fits all' approach to knowledge sharing and knowledge management is not feasible, but argues that there is equally strong evidence to support the view that knowledge sharing should be a key priority for all organizations in order for them to be sustainable and relevant in the longer term.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"363 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115950197","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch011
A. Lain
This chapter will describe methodologies and strategies that can help knowledge management, business development, and other change-making professionals drive organizational change leveraging a knowledge management approach. It describes an end-to-end methodology to drive change with a combination of knowledge management methods. The methodology is structured in five steps: setting up transformation teams, discovering in-house knowledge, creating internal capabilities, facilitating experimental execution, and impact evaluation. Issues discussed in the literature review include the nature of organizational change, why organizations change and how, the need for innovation, why organizations resist change, and how knowledge management facilitates organizational change.
{"title":"Facilitating Organizational Change With Knowledge Management","authors":"A. Lain","doi":"10.4018/978-1-7998-7422-5.ch011","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch011","url":null,"abstract":"This chapter will describe methodologies and strategies that can help knowledge management, business development, and other change-making professionals drive organizational change leveraging a knowledge management approach. It describes an end-to-end methodology to drive change with a combination of knowledge management methods. The methodology is structured in five steps: setting up transformation teams, discovering in-house knowledge, creating internal capabilities, facilitating experimental execution, and impact evaluation. Issues discussed in the literature review include the nature of organizational change, why organizations change and how, the need for innovation, why organizations resist change, and how knowledge management facilitates organizational change.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117069922","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch001
Leland Holmquest
Knowledge management as a set of activities has been around for as long as humans have been able to communicate. In the modern world, knowledge management has become a multiple billion-dollar industry. Organizations know that their existence and growth rely on effective knowledge management programs and systems. But knowledge management efforts continue to experience high failure rates. Contributing to those failures is a lack of understanding the most important element of the system: the human. It is humans that have and create the knowledge. It is humans that build on the knowledge. And it is humans that are asked to share their knowledge. But there has been limited studies on understanding the motivations and behaviors of users in the context of knowledge management systems. This chapter explores the use of psychological contracts and positive psychology theories to explain and predict users' behaviors in knowledge management systems.
{"title":"Motivations of Knowledge Management Practitioners","authors":"Leland Holmquest","doi":"10.4018/978-1-7998-7422-5.ch001","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch001","url":null,"abstract":"Knowledge management as a set of activities has been around for as long as humans have been able to communicate. In the modern world, knowledge management has become a multiple billion-dollar industry. Organizations know that their existence and growth rely on effective knowledge management programs and systems. But knowledge management efforts continue to experience high failure rates. Contributing to those failures is a lack of understanding the most important element of the system: the human. It is humans that have and create the knowledge. It is humans that build on the knowledge. And it is humans that are asked to share their knowledge. But there has been limited studies on understanding the motivations and behaviors of users in the context of knowledge management systems. This chapter explores the use of psychological contracts and positive psychology theories to explain and predict users' behaviors in knowledge management systems.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"45 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123399272","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch005
Michael L. W. Jones
This chapter examines issues of knowledge management and cultural knowledge in the context of Formula SAE student engineering teams. Approximately 500 student teams field a small formula-style racecar in a series of annual competitions held globally. Despite being small, student-run teams with limited resources and high organizational turnover, strong teams have developed strategies to sustain knowledge creation and work to build the team's cultural knowledge over multiple annual design cycles. This chapter highlights three knowledge management challenges: organizational renewal due to graduation of senior members, capturing vital yet departing tacit and explicit knowledge, and engaging multi-year and collaborative projects. The chapter recommends that strong faculty and institutional support can help FSAE teams develop into stable knowing organizations with deep tacit, explicit, and cultural knowledge bases.
{"title":"Knowledge Management in Emergent Amateur Organizational Cultures","authors":"Michael L. W. Jones","doi":"10.4018/978-1-7998-7422-5.ch005","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch005","url":null,"abstract":"This chapter examines issues of knowledge management and cultural knowledge in the context of Formula SAE student engineering teams. Approximately 500 student teams field a small formula-style racecar in a series of annual competitions held globally. Despite being small, student-run teams with limited resources and high organizational turnover, strong teams have developed strategies to sustain knowledge creation and work to build the team's cultural knowledge over multiple annual design cycles. This chapter highlights three knowledge management challenges: organizational renewal due to graduation of senior members, capturing vital yet departing tacit and explicit knowledge, and engaging multi-year and collaborative projects. The chapter recommends that strong faculty and institutional support can help FSAE teams develop into stable knowing organizations with deep tacit, explicit, and cultural knowledge bases.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115661330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7422-5.ch013
Jens Degn-Andersen
To improve knowledge sharing at the video game company Ubisoft, the knowledge management team investigated the key elements comprising a knowledge sharing culture. A knowledge sharing culture circle outlining both enablers and barriers to effective knowledge sharing is constructed. The five enablers—the nature of knowledge, opportunities to share, motivation to share, the culture and work environment, and trust—should be supported to strengthen knowledge sharing. At the same time, the barriers hindering efficient knowledge sharing at Ubisoft—confidentiality, knowledge hoarding, competition, and lack of prioritization—must be addressed to leverage the benefits of shared knowledge. The interconnected nature of both the enablers and the barriers must be taken into account when constructing initiatives intended to strengthen a culture of knowledge sharing. Five initiatives are described: a new content management paradigm, strengthened internal job communities, redefined internal security policies, objectives and key results on knowledge sharing, and targeted training.
{"title":"Strengthening an Organizational Knowledge-Sharing Culture","authors":"Jens Degn-Andersen","doi":"10.4018/978-1-7998-7422-5.ch013","DOIUrl":"https://doi.org/10.4018/978-1-7998-7422-5.ch013","url":null,"abstract":"To improve knowledge sharing at the video game company Ubisoft, the knowledge management team investigated the key elements comprising a knowledge sharing culture. A knowledge sharing culture circle outlining both enablers and barriers to effective knowledge sharing is constructed. The five enablers—the nature of knowledge, opportunities to share, motivation to share, the culture and work environment, and trust—should be supported to strengthen knowledge sharing. At the same time, the barriers hindering efficient knowledge sharing at Ubisoft—confidentiality, knowledge hoarding, competition, and lack of prioritization—must be addressed to leverage the benefits of shared knowledge. The interconnected nature of both the enablers and the barriers must be taken into account when constructing initiatives intended to strengthen a culture of knowledge sharing. Five initiatives are described: a new content management paradigm, strengthened internal job communities, redefined internal security policies, objectives and key results on knowledge sharing, and targeted training.","PeriodicalId":185199,"journal":{"name":"Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance","volume":"184 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121125665","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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