Knowledge sharing in knowledge-intensive manufacturing firms. An empirical study of its enablers

Structured Abstract: Purpose Following previous studies, knowledge-sharing (KS) processes consist of knowledge donating (KD) and knowledge collecting (KC). Within this framework, the paper investigates the relationship between KS processes and KS enablers to understand the effect of organizational, individual and technological factors. Design/methodology/approach The study is based on a web survey. Data were collected from a sample of 759 knowledge workers selected from 23 knowledge-intensive manufacturing companies exposed to international markets and located in Tuscany (Italy). The analysis is based on multivariate regression models considering KD and KC as dependent variables. Findings The results show that individual, organizational and technological factors matter to KS. Specifically, the paper reports that individual-level enablers and supportive leadership have a positive effect on both sub-processes of knowledge sharing. Further, the organic management system has a strong and positive impact on knowledge donating, while the efficacy of ICT solutions is positively related to knowledge collecting. Research limitations/implications Although based on a geographically bounded perimeter, the analysis allows some generalizations. In fact, the paper proposes a set of enablers that empirically link micro- and macro-organizational mechanisms to KS. Practical implications The evidence described can help to improve the organizational management of KS and, consequently, support managers dealing with organizational design aimed at successful KS. Originality/value The paper presents original results by combining individual, organizational and technological variables in the explanation of KS. It could be a basis for further studies. Keywords: Knowledge sharing, individual enablers, supportive leadership, organizational structure, organic management systems, self-efficacy. Article Classification: Research pape

Discourses of knowledge across global networks: what can be learnt about knowledge leadership from the ATLAS collaboration?

Writing on knowledge management (KM) and leadership studies tends to take place in parallel; both fields are prolific yet they rarely inform each other. A KM view tends to take a positional view of leaders and a functionalist view of firms: so it regards those with the ascription or status of leaders as pivotal, and knowledge as a commodity to be leveraged with the help of leaders to improve firm performance. But as the global reach of organizations in the knowledge-based economy become more stretched, as their operations become more networked and as their workforces become more mobile, the task of deploying and deriving value from knowledge becomes ever more challenging and calls for a qualitatively different approach which is termed knowledge leadership. In contrast to the instrumentalist approach of KM we offer some alternative discourses of knowledge and explore the implications of these for knowledge leadership. We then use interpretive discourse to examine the way knowledge activists enact and experience the exchange of knowledge in the ATLAS collaboration, part of the largest scientific experiment in the world at the Large Hadron Collider, near Geneva. We find this apparently democratic and homogeneous global network to be populated by quite different perceptions concerning the way knowledge is viewed, the way knowledge leadership is exercised and the impact of this on the global collaboration. We discuss the wider significance of these findings for knowledge leadership in other international knowledge-based enterprises and R&D businesses

A Proposed Management Response Framework for Competitive Advantage Based On Knowledge Growth

Abstract The main aim of this paper is to propose management response framework to analyze the effects of knowledge growth on services and products competitive advantages. The proposed framework is developed based on literature review of knowledge growth and competitive advantage value chain. The proposed framework validated through brainstorming technique using questionnaire and practical example of knowledge in business organizations. The significant findings showed that knowledge growth benefits could be analyzed based on two stages which are effect of knowledge growth on businesses operations and the relation between business operations improvements and competitive advantages enhancing

An exploratory investigation into knowledge management in Western Australian knowledge-intensive small businesses

From a knowledge management (KM) perspective, organisational effectiveness depends on the organisation’s capacity to effectively perform a range of processes that include identifying, acquiring, sharing, and storing valuable knowledge. The literature suggests that the growth of interest in the field of KM is largely centred on large organisations. Small businesses have not received much attention in the literature. This is surprising, given that small businesses (however defined) represent the majority of businesses in most countries and, as is the case in Australia, make a major contribution towards business activity, economic development and employment generation. This study employed a qualitative exploratory design to investigate two aspects of KM. These are: (1) the processes of identifying, acquiring, sharing and storing knowledge; and (2) the adoption of critical success factors (CSFs) in the KM processes. Data were obtained through semi-structured interviews with eight owners/managers of knowledge-intensive small business in Western Australia. Findings of the study reveal that knowledge-intensive small businesses have a moderate level of KM understanding. Technology was perceived to be the most common enabler of KM processes, and organisational culture was viewed as the most important factor in fostering KM processes. Overall, the findings of the study provide a preliminary guiding framework for those small businesses that lack KM awareness. Implications of the study findings for small business owner/managers, small business development agencies and KM practitioners are explained. Furthermore, limitations of the study and avenues for future research are discussed

Motivators to The Sharing of Tactic Knowledge in Intensive Organizations in Knowledge

The objective of this research is to highlight the motivators for the sharing of tacit knowledge, according to the perception of radiologists belonging to groups of works from intensive organizations in knowledge. It is an applied research, with a qualitative and descriptive approach. As a technical procedure for its accomplishment, it used the multicaso study, having as research universe three intensive organizations in knowledge of Santa Catarina. The observation and interviews were used for the data collection, proceeded by the analysis of the data, guided by the thematic analysis. The results show that intrinsic motivation, the physical environment, the form of interaction and recognition act in the creation of trust are indispensable factors for the sharing of tacit knowledge. It is concluded that direct feedback and appropriate practices, such as peer review, storytelling, knowledge mapping and mentoring act on the creation of a reciprocal cooperation and belonging behavior, which favors the sharing of tacit knowledge

Structural model of knowledge elements mediating constructs and performance for facilities management organisation

Despite the increasing interest in managing knowledge, there has been limited research on applying knowledge as the intangible source for competitive advantages in the Facilities Management (FM) organisational performance. A review of literature revealed that only limited number of studies related to the relationship between knowledge and FM organisational performance, resulting lack of understanding and good practices in FM implementation. This research elaborated on the theories of resource-based view (RBV) and knowledge-based view (KBV) to identify the importance of knowledge management. The aim of this study is to improve the existing model by developing a new dimension of the relationships between a group of constructs (knowledge elements, mediating constructs, and FM organisational performance) in the model of FM organisational performance. The model used in this research was tested using empirical data collected from survey involving practitioners in the organisation that practising FM. The survey collected 215 usable questionnaires. The collected data were analysed by using structural equation modeling. The research findings revealed that 10 out of 12 relationships were significant, which proves that all constructs are modelled based on the sample data. Two relationships were not significant, which are the relationship between knowledge management and dynamic capabilities; and the relationship between dynamic capabilities and FM organisational performance. Furthermore, there are three constructs that play the role of mediator between the relationship of knowledge management and FM organisational performance, which are customer performance, efficiency, and innovation. Therefore, this research showed the importance of knowledge elements and mediating constructs in creating a competitive advantage among the FM organisation