The recipient perspective: a mixed methods Inquiry of knowledge seeking factors in tacit knowledge contexts

Tacit knowledge is an important source of competitive advantage to organisations. Sharing tacit knowledge among employees is vital to realising its benefits. Knowledge sharing requires the effective provision of knowledge and the useful acquisition of knowledge. More recently, knowledge seeking has been proposed as an additional recipient behaviour which encourages the provider to share their knowledge. Additionally, research has acknowledged the important role individual and social factors play in influencing the knowledge sharing. However, whether those factors equally effect recipient knowledge seeking and acquisition has been under-investigated. To address these gaps, this research investigates the individual and social factors which influence interpersonal knowledge seeking by knowledge workers engaged in highly tacit tasks within two separate contexts. In addition, knowledge seeking as a strategy for effective tacit knowledge acquisition is explored. Study one uses interviews with 33 knowledge-workers to explore individual and social factors which influence their tacit knowledge seeking, acquisition and sharing. Study two surveyed 233 junior doctors to test direct and indirect relationships between individual and social factors and their tacit knowledge seeking and acquisition from consultant doctors. The key findings support the contention that the individual and social factors which effect knowledge seeking are not interchangeable with those that effect knowledge acquisition and sharing. Various individual and social factors effect knowledge seeking at different stages of this behaviour. Furthermore, findings indicate that knowledge seeking can enhance successful acquisition of tacit knowledge through the organisational learning process of interpreting. This is the first study to compare individual and social factors which influence behaviours of seeking, acquisition and sharing in one study. It is also the first to empirically examine the 4i framework, and specifically the mediating effect of interpreting to explain the relationship between knowledge seeking and acquisition. Both studies provide actionable insights to improve successful knowledge sharing practices for tacit tasks

Social media as facilitators of tacit knowledge sharing practices amongst public sector employees

This work is concerned with the exploration of social technologies relevant to the sharing of tacit knowledge within the public sector. The findings derive from analysis of empirical data collected via survey research and twenty qualitative interviews with the members of an online knowledge sharing platform dedicated to those working within public sector bodies, mainly in Scotland.The main contribution of the thesis is that it extends understanding of how social technologies render tacit knowledge visible by 1) providing access to online interactions for geographically dispersed individuals, 2) storing online social interactions, making them reusable, and 3) increasing network growth. The visibility of such tacit knowledge enhances knowledge awareness. This contributes to collective intelligence and learning processes and enables new collaborations.The concept of Ba, a Japanese concept from 1998 that emphasises the influence that contexts can have over the sharing of tacit knowledge is updated with respect to the use of social media tools.These two contributions are significant because previous research in Knowledge Management has not extensively investigated the ways in which social technologies contribute to the sharing of tacit knowledge within the public sector. They also emphasise the added value of social media tools with respect to the visibility of tacit knowledge and add a further valuable dimension to a well-known model that is frequently cited in the Knowledge Management literature

Developing individuals for developing learning based systems

This thesis was submitted for the degree of Doctor of Philosophy and awarded by Brunel University.This research is concerned with investigating the externalisation, sharing and making tangible of tacit knowledge in the context of organisational learning (OL). The externalisation, sharing and making tangible of tacit knowledge can provide “inputs” for Information Systems (IS) development. This process, in turn, can become a basis for the development of a system that is capable of promoting a learning environment within the organisation. However, the externalising, sharing and making tangible of tacit knowledge, a transparent and subjective form of knowledge, needs staff members’ self-confidence and willingness to undertake it. Therefore, elements that can motivate staff members to externalise, share and make tangible their tacit knowledge or skills are needed. To undertake this, the elements of meta-abilities, understanding organisational roles, internal strengths, formal and informal discussions and rational discourse are proposed. For this research, all these propositions are integrated into a framework. Therefore, the aim of this research is to study the elements that can encourage staff members to contribute inputs for learning-based systems development. The question to be used for the research is stated as follows: How do we include individuals in the learning-based systems development? Why use meta-abilities in order to include individuals in the learning-based systems development? By answering the question this research offers the following contributions. A novel topic in the IS area, meta-abilities is discussed within the context of the IS area. By considering these elements motivation and encouragement can be offered to staff members such that a contribution to inputs for learning-based systems development can occur. The research approach undertaken in this research involved the use of a pilot and an in-depth case study, as well as interviews, observation and reference to archival documents. From the undertaken research it was concluded that the future focus for the OL-based IS development should be towards individual development strategies that develop interpretive, creative staff members. Interpretive, creative staff members in turn, are capable of externalising, sharing and documenting their own tacit knowledge based on the situational contexts and orientation. Systems analysts can study the documented inputs provided by the staff members and can codify them. This whole process will enable continuous re-examination and modification processes of organisational IS, thereby making its content become more relevant for OL

Knowledge and discourse matters

This work draws on the discipline of Discursive Psychology for a theory of language, shown to be all but absent in the organizational knowledge management literature, and a methodology for the study of discourse. Organizational knowledge sharing is selected as the topic of primary research for its accessibility to analysis, and because it is considered to be an underpinning action to new knowledge creation. The research approaches discourse as action-orientated and locally situated, as constructed and constructive, with function and consequence for speakers. Indicative research questions are concerned with the discursively accomplished phenomena of trust, risk, identity and context, how these are accomplished in rhetorical interaction and with what effect on organizationally situated knowledge sharing. Recordings of organizations’ everyday knowledge sharing meetings, as well as an online discussion forum, are analysed focusing on these four themes. Findings show them to be accomplished as speakers’ live concerns in knowledge sharing talk. It is claimed that trust, risk and identity, as contexts displayed and oriented to by speakers themselves, are tacitly and collaboratively accomplished actions, shown to be co-relational and influential to knowledge sharing scope and directions. A further claim is that the analysis of discourse for what contexts in general speakers invoke displays speakers’ orienting to trust, risk and identity. Limitations of the present study are discussed, along with speculated implications for knowledge management and future directions for research. This work aims to contribute to the field of knowledge management in three ways. First, in extending the directions that some scholars and practitioners are already indicating through focusing the interest of study on organizational discourse. Secondly, the study seeks to understand how tacit knowing, as a phenomenon invoked by speakers themselves, is accomplished and how it influences the scope and directions of knowledge sharing actions, and with what effect. Finally, it is claimed that the research provides some support for those theorists in the knowledge management field who promote the knowing how-knowing that formulation, and those who are critical of conventional knowledge management’s heavy reliance on technology to deliver its objectives

Knowledge Creation and Sharing in Organisational Contexts: A Motivation-Based Perspective

This paper develops a motivation-based perspective to explore how organisations resolve the social dilemma of knowledge sharing, and the ways in which different motivational mechanisms interact to foster knowledge sharing and creation in different organisational contexts. The core assumption is that the willingness of organisational members to engage in knowledge sharing can be viewed on a continuum from purely opportunistic behaviour regulated by extrinsic incentives to an apparently altruistic stance fostered by social norms and group identity. The analysis builds on a three-category taxonomy of motivation: adding ‘hedonic’ motivation to the traditional dichotomy of extrinsic and intrinsic motivation. Based on an analysis of empirical case studies in the literature, we argue that the interaction and mix of the three different motivators play a key role in regulating and translating potential into actual behaviour, and they underline the complex dynamics of knowledge sharing and creation in different organisational contexts

Managing knowledge in organizations : a Nonaka’s SECI model operationalization

Purpose: The SECI model (Nonaka, 1994) is the best-known conceptual framework for understanding knowledge generation processes in organizations. To date, however, empirical support for this framework has been overlooked. The present study aims to provide an evidence-based groundwork for the SECI model by testing a multidimensional questionnaire Knowledge Management SECI Processes Questionnaire (KMSP-Q) designed to capture the knowledge conversion modes theorized by Nonaka. Methodology: In a twofold study, the SECI model was operationalized via the KMSP-Q. Specifically, Study One tested its eight-dimensional structure through exploratory and confirmatory factorial analyses on 372 employees from different sectors. Study Two examined the construct validity and reliability by replicating the KMSP-Q factor structure in knowledge-intensive contexts (on a sample of 466 health-workers), and by investigating the unique impact of each dimension on some organizational outcomes (i.e., performance, innovativeness, collective efficacy). Findings: The overall findings highlighted that the KMSP-Q is a psychometrically robust questionnaire in terms of both dimensionality and construct validity, the different knowledge generation dimensions being specifically linked to different organizational outcomes. Research/Practical Implications: The KMSP-Q actualizes and provides empirical consistency to the theory underlying the SECI model. Moreover, it allows for the monitoring of an organization’s capability to manage new knowledge and detect the strengths/weaknesses of KM-related policies and programs. Originality/Value: This paper proposes a comprehensive measure of knowledge generation in work contexts, highlighting processes that organizations are likely to promote in order to improve their performance through the management of their knowledge resources

Knowledge sharing in the introduction of a new technology: psychological contracts, subculture interactions and non-codified knowledge in CRM systems

This longitudinal comparative study using a multidisciplinary approach, applies a processual analysis (Pettigrew, 1985; Pettigrew, 1990; Pettigrew, 1997) from a knowledge sharing perspective, to the implementation of what the literature shows to be a relatively under researched area of Customer Relationship Management( CRM) systemsi n contemporary (2001-2004) situations within Birmingham City Council and IBM. A specific focus is given to areas neglected in previous CRM studies - sub-cultures, psychological contracts, how tacit/non-codified knowledge is surfaced and shared, and with what effects on implementation. It investigates how the system stakeholders and the information system (IS) itself evolved through encountering barriers, sharing knowledge, finding new uses and inventing workarounds. A rich picture emerges of how sub-cultural silos of knowledge linked with psychological contracts and power-based relationships influence and inhibit adoption and acceptance of the CRM system. A major contribution of this processual study is to focus on the relatively neglected 'R' in CRM systems implementations. Hitherto, there has been little attempt to analyse the micro elements in the implementation of CRM systems using the lens of a multidisciplinary approach in a longitudinal study. The investigation of knowledge sharing (in particular non-codified knowledge sharing) across the key sub-cultures in the implementation process of CRM systems remains understudied. Scholars such as Lawrence and Lorch (1967), Boland and Tenkasi (1996), Newell et al. (2002) and Iansiti (1993) write of 'knowing of what. others know', 'mutual perspective taking', 'shared mental space' and 'T- shaped skills', as aids to tacit /non-codified knowledge sharing. However, they do not address fully the micro processes that lead to the above. This research aims to fill this knowledge gap, by investigating the micro elements (including in our study the psychological contracts) that lead to 'mutual perspective taking', enabling tacit/noncodified knowledge sharing across the key sub-cultures and their impacts on the adaptation and acceptance of a CRM system. This processual study lays a strong foundation for further research along the route of investigating multiple micro level elements in the process of implementation of a CRM system in order to enhance understanding of such phenomena in a contemporary situation. This qualitative study compares the CRM implementations at IBM. COM and Birmingham City Council. It penetrates the knowledge sharing issues faced by practitioners in a system integration environment. We highlight and discuss the importance of psychological contracts and their interdependencies on sub-cultural interactions and knowledge sharing. We have been able to relate and discuss real life issues in the light of existing academic theories, in order to enhance our understanding of the relatively neglected knowledge sharing phenomena in a CRM environment. The processual analysis framework extensively used and further developed in this research provides keys to its further use in enhancing the richness of future IS implementation studies at a micro level. The research contributes to the study of IS development by providing an integrative approach investigating the existing academic understandings at a micro level in a contemporary situation. A major contribution is also a detailed insight into the process of Boland and Tenkasi's (1996) 'mutual perspective taking' through the investigation of psychological contracts and their interdependencies on sub-cultural interaction and knowledges haring. An interesting finding has been that the distinctive contexts of the two cases have had lesser effects than the distinctive nature of CRM Systems and the implementation processes adopted. The study shows that irrespective of sectoral backgrounds the two organisations studied in this research failed to address adequately a range of common issues related to human behaviour, psychology, organisational characteristics, sub-cultural interactions and knowledge sharing. According to our research findings these factors have greater explanatory power for the results achieved than the distinctive contexts in which the two organisations operated

Knowledge management and innovation: How are they related?

Companies in today’s globalised world must innovate to compete. Many successful companies have found that knowledge management strategies and practices are central to ongoing innovation (Boutellier et al., 1999; David & Foray, 2001; ADLittle, 2001; Tidd et al., 1997). This paper brings together research regarding knowledge management processes and practices that are found in R&D organisations and in other innovative firms. The paper contends that such practices could be employed across a range of firms to enable and enhance the potential for innovation within firms in multiple sectors