The turn of the millennium saw the theory surrounding ‘the firm’ shift from a traditional product-based view to a resource-based view, inspired by epistemology and suggesting a knowledge-based theory of the firm. Sveiby argued that by having people using their competences, value can be created in two ways, transferring and converting knowledge externally from, or internally to their organisation.
Nowadays, this perspective has become widespread among the business community as well, however, despite the attempts by organisations to embrace a knowledge sharing culture, it has often resulted that employees are unwilling to share knowledge even when institutional practices are designed to facilitate such transfers. Cummings (2004) and Pulakos et al. (2003) agree that ‘knowledge sharing’ refers to the provision of task information and know-how to help and collaborate with others in solving problems, developing ideas, or implementing policies and procedures. Research has demonstrated that knowledge sharing positively related to lower production costs, higher product development rates, better team performance and firm innovation capabilities; all being linked to growth in sales and revenue. Therefore, as Jackson et al. argue in their 2006 study, knowledge sharing is the fundamental means through which employees can contribute to knowledge application, innovation, and ultimately the competitive advantage of the organisation - a critical organisational resource, key to maintaining a competitive advantage in the market.
One approach to maintaining a knowledge sharing culture is to invest in staffing and training systems that focus on selecting employees who have specific knowledge, skills, abilities, or competencies or helping employees acquire them. However, as Brown and Duguid (1991) warn, it is insufficient for an organisation to rely solely on this. In order to be competitive, emphasis needs to shift to the exploitation of the already-existing knowledge-based resources within the organisation. After all, the organisation does not and cannot ‘own’ the knowledge of employees, and (therefore) to categorise such knowledge as an ‘asset’ is fundamentally misleading.
Inhaltsverzeichnis (Table of Contents)
- Introduction - Knowledge Sharing
- Knowledge Hiding
- Barriers to Knowledge Sharing
- Individual Barriers
- Organisational Barriers
- Knowledge Hoarding
- Facilitating Knowledge Sharing, Mitigating Knowledge Hiding and Hoarding
- Concluding Remarks
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This text examines the challenges of knowledge sharing within organizations, focusing on the obstacles presented by knowledge hiding and hoarding. It explores the theoretical underpinnings of knowledge-based organizations and analyzes the factors that hinder effective knowledge transfer. The text also suggests strategies for mitigating these issues and fostering a culture of knowledge sharing.
- The shift from a product-based to a resource-based view of the firm.
- Barriers to knowledge sharing at individual and organizational levels.
- The role of incentives, organizational structure, and culture in knowledge sharing.
- Strategies for facilitating knowledge sharing and mitigating knowledge hiding and hoarding.
- The importance of knowledge sharing for organizational competitiveness.
Zusammenfassung der Kapitel (Chapter Summaries)
Introduction - Knowledge Sharing: This introductory chapter establishes the context for understanding knowledge sharing within organizations. It highlights the transition from traditional product-focused models to a resource-based view, emphasizing the crucial role of knowledge as a key organizational asset. The chapter underscores the paradox that while organizations strive for knowledge-sharing cultures, employees often resist sharing knowledge, even when encouraged by institutional practices. It introduces the concept of knowledge sharing as the provision of information and know-how for collaboration and problem-solving, linking it directly to improved organizational performance, such as lower costs, faster product development, and increased innovation.
Knowledge Hiding: This section delves into the phenomenon of knowledge hiding, a significant obstacle to effective knowledge sharing. It examines the individual and organizational factors that contribute to knowledge hiding, and likely discusses the various motivations behind this behavior, such as fear of losing competitive advantage, lack of recognition, and concerns about misuse of knowledge. The chapter likely analyzes how knowledge hiding manifests in practice, impacting communication, collaboration, and overall organizational effectiveness. This forms a crucial foundation for understanding the subsequent chapters addressing solutions and strategies.
Barriers to Knowledge Sharing: This chapter systematically categorizes and explains the numerous barriers that impede knowledge sharing within organizations. It differentiates between individual-level barriers, such as lack of time, inadequate communication skills, and fear of losing credit for intellectual property, and organizational-level barriers such as a lack of managerial support, insufficient infrastructure, and a non-supportive organizational culture. The chapter likely details these obstacles, providing specific examples and insights into their impact on knowledge flow and organizational learning.
Knowledge Hoarding: This section focuses specifically on knowledge hoarding, another significant impediment to effective knowledge sharing. It explores how individual employees might accumulate and protect their knowledge, impeding collaborative efforts and hindering organizational innovation. The analysis likely delves into the motivations behind knowledge hoarding, and the consequences for the organization as a whole. It serves to complement the discussion on knowledge hiding, showing the two as closely-related yet distinct challenges to knowledge management.
Schlüsselwörter (Keywords)
Knowledge sharing, knowledge hiding, knowledge hoarding, organizational learning, resource-based view of the firm, organizational culture, incentives, communication, collaboration, competitive advantage.
Frequently Asked Questions: A Comprehensive Guide to Knowledge Sharing, Hiding, and Hoarding
What is this text about?
This text is a comprehensive overview of knowledge sharing within organizations. It explores the challenges posed by knowledge hiding and hoarding, analyzing the underlying factors and suggesting strategies for improvement. The text covers a range of topics from theoretical underpinnings to practical solutions, aiming to provide a thorough understanding of this crucial aspect of organizational effectiveness.
What are the key themes explored in the text?
The key themes include the transition from a product-based to a resource-based view of the firm, the identification of individual and organizational barriers to knowledge sharing, the role of incentives and organizational culture, strategies for fostering knowledge sharing, and the mitigation of knowledge hiding and hoarding. The importance of knowledge sharing for organizational competitiveness is also highlighted.
What are the main chapters covered?
The text includes chapters on the introduction to knowledge sharing, knowledge hiding, barriers to knowledge sharing (both individual and organizational), knowledge hoarding, and strategies for facilitating knowledge sharing and mitigating hiding and hoarding. A concluding chapter summarizes the key findings.
What are the individual barriers to knowledge sharing discussed?
Individual barriers discussed likely include lack of time, inadequate communication skills, and fear of losing credit for intellectual property. The text likely provides specific examples to illustrate these barriers.
What are the organizational barriers to knowledge sharing discussed?
Organizational barriers likely include a lack of managerial support, insufficient infrastructure, and a non-supportive organizational culture. The text likely provides specific examples to illustrate how these barriers impede knowledge flow and organizational learning.
What is knowledge hiding, and why does it occur?
Knowledge hiding is a significant obstacle to effective knowledge sharing. The text explores the individual and organizational factors that contribute to it, including motivations such as fear of losing competitive advantage, lack of recognition, and concerns about misuse of knowledge.
What is knowledge hoarding, and how does it differ from knowledge hiding?
Knowledge hoarding is the accumulation and protection of knowledge by individual employees, hindering collaborative efforts and organizational innovation. While related to knowledge hiding, it represents a distinct challenge, focusing on the active accumulation and protection of knowledge rather than simply withholding it.
What strategies are suggested for facilitating knowledge sharing and mitigating knowledge hiding and hoarding?
The text suggests strategies for overcoming these challenges, likely encompassing aspects of organizational culture, incentives, communication, and structure. Specific strategies are likely detailed in the final chapters.
What is the resource-based view of the firm, and how does it relate to knowledge sharing?
The text highlights the shift from a product-based to a resource-based view of the firm, emphasizing the crucial role of knowledge as a key organizational asset. This perspective underscores the importance of effectively managing and sharing knowledge for competitive advantage.
What are the key words associated with this text?
Key words include: Knowledge sharing, knowledge hiding, knowledge hoarding, organizational learning, resource-based view of the firm, organizational culture, incentives, communication, collaboration, and competitive advantage.
- Arbeit zitieren
- Anonym (Autor:in), 2018, 'Knowledge Hiding' and 'Knowledge Hoarding' in organisations. A discussion, München, GRIN Verlag, https://www.hausarbeiten.de/document/1446244
