Factors Affecting Knowledge Transfer in Project Environments

Most project teams consist of knowledge workers, and the issue of how to better transfer knowledge across individuals and groups becomes a central concern. The main purpose of this article is to study the factors affecting the knowledge transfer process and their importance for project’s success. The factors analyzed in this article are trust among individuals, members of the team, project culture, values and the beliefs of the individuals and motivation of those involved in the project, both intrinsic and extrinsic. In order to overcome the barriers affecting the knowledge transfer process, project managers must create an environment where knowledge workers must feel free to share and re-use their knowledge.barriers; knowledge transfer; motivation; trust; project management.

Harnessing Intellectual Resources in a Collaborative Context to Create Value

The value of electronic collaboration has arisen as successful organisations recognize that they need to convert their intellectual resources into customized services. The shift from personal computing to interpersonal or collaborative computing has given rise to ways of working that may bring about better and more effective use of intellectual resources. Current efforts in managing knowledge have concentrated on producing; sharing and storing knowledge while business problems require the combined use of these intellectual resources to enable organisations to provide innovative and customized services. In this chapter the collaborative context is developed using a model for electronic collaboration through the use of which organisations may mobilse collaborative technologies and intellectual resources towards achieving joint effect.electronic collaboration;value creation;collaborative computing;knowledge management and intellectual resources

Knowledge-centered culture and knowledge sharing: the moderator role of trust propensity

Purpose: This research aims to evaluate if knowledge-centered culture (KCC) fosters knowledge sharing equally across employees with different levels of trust propensity, an enduring individual characteristic. Design/methodology/approach: A cross-sectional questionnaire study was conducted with 128 US-based employees. Findings: The authors found that KCC only promoted knowledge sharing in individuals with high levels of trust propensity. For individuals with low levels of trust propensity, KCC had no effect on knowledge sharing. Research limitations/implications: The authors focused exclusively on trust propensity as a moderator. Future research could analyze the role of other enduring individual differences in the relationship between KCC and knowledge sharing. Practical implications: A KCC may be inefficient in promoting knowledge sharing in employees with low propensity to trust. Recruitment and selection of individuals with a high propensity to trust is a possible solution to enhance the association between KCC and knowledge sharing in organizations. Originality/value: By identifying an enduring individual characteristic that shapes the relationship between KCC and knowledge sharing, the authors move toward the development of a contingent view of KCC and show that KCC fosters knowledge sharing differently across employees

Knowledge Collaboration: Working with Data and Web Specialists

When resources are finite, people strive to manage resources jointly (if they do not rudely take possession of them). Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. The result is that organizations, be they in the form of hierarchies, markets, or networks (or, gradually more, hybrids of these), fail to create the right value for the right people at the right time. In the 21st century, most organizations are in any event lopsided and should be redesigned to serve a harmonious mix of economic, human, and social functions. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Processes—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny

Investigating the link between knowledge sharing and innovation capability

Nowadays, knowledge sharing has been acknowledged as a fundamental concept to achieve competitiveness.Organizations are encouraged to promote knowledge sharing since this activity will improve an organization’s competitive advantage through innovation capability.The purpose of this paper is to investigate the roles of knowledge sharing, individual factor, and innovation capability. Mainly, individual is a critical factor that influences whether employees wish to conduct knowledge sharing practice or not. To cope with barriers in knowledge sharing practice, organization must create a supportive culture. This paper suggested that organizations need to develop knowledge sharing culture as it is a key driver for the success of knowledge sharing to stimulate innovation capability

Knowledge Measurement Barriers: Results from a Case Study

The discussion about barriers is primarily involved with knowledge sharing issues and the implementation of knowledge management in general. The successful application of measurement strategies requires an understanding on how knowledge measurement processes are perceived by the participants. Measuring the skills and capabilities of knowledge workers is increasingly recognized as a source of competitive advantages and has to be embedded in the organizational culture. The objective of this paper is to increase the understanding of barriers associated with knowledge measurement processes. An exploratory study with 100 interviews at an European Enterprise Resource Planning (ERP) vendor was conducted to establish a knowledge measurement system and identify associated measurement barriers. The analysis of the results identified 21 measurement barriers in three categories: (1) individual, (2) organizational, (3) measurement process. It is concluded that these barriers need to be minimized to improve measurement acceptance and to support a knowledge measurement culture in organizations