Knowledge Communication and Sharing - Coursework Example

Introduction Knowledge is a critical component that provides sustainable competitive advantage in this dynamic business environment (Demarest, 1997; Wang and Noe, 2010). However, in this knowledge economy managing organizational resource of knowledge is an important challenge facing the top executives. Dissemination of knowledge among the members of a team, unit or department entails that individuals and departments become involved in the process of knowledge sharing (De Vries, Ven den Hooff and De Ridder, 2006).

Various studies have been conducted highlighting the benefits of knowledge sharing (Wang and Noe, 2010), the importance of trust and shared values in knowledge sharing (Willem, Buelens and Scarbrough, 2006), the role of team leaders in facilitating knowledge sharing (Lee, Gillespie, Mann and Wearing, 2010) and the high cost of not finding information (Feldman, 2004). At the same time there are debates on whether formal networking is preferred over informal networks that have now become ingrained into people’s lives.

This is a qualitative research based on the findings of previous studies motivated by the numerous social media tools that facilitate knowledge sharing. The research question that would be addressed in this report is whether informal networks facilitate enhanced knowledge sharing than formal procedures. . It also means to collaborate with others to solve problems, develop new ideas or implement to policies and ideas (Wang and Noe, 2010). Knowledge sharing is the process where individuals mutually exchange their tacit and explicit knowledge and jointly create new knowledge (De Vries, Ven den Hooff and De Ridder, 2006).

Knowledge sharing can occur through different means such as written correspondence, networking, face-to-face communications, documenting, organizing and capturing knowledge for others. While knowledge is the key to effective competition, knowledge has to be managed in a systematic manner to achieve the desired results, claims Demarest (1997). All companies have knowledge economies within the organization but to be useful knowledge has to be distributed and shared to increase company performance.

Demarest describes the four stages of knowledge which include discerning knowledge, choosing a container, dissemination and the use made of knowledge. In addition, the entire process has to be supported, managed and measured. Demarest also describes four categories of knowledge – imperative or cultural, predictive or having a pattern, bound by rules and prescriptions for performance. Factors that influence knowledge sharing Wang and Noe (2010) endorse that the success of knowledge management initiatives depends upon knowledge sharing.

While an organization may invest in training and developing its employees, how expertise and knowledge is transferred to novices who need to know is equally important. Through a narrative review of the existing literature Wang and Noe and highlight the importance of knowledge. The authors highlight the difference between knowledge sharing and