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Knowledge mangemen assignment - Essay Example

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Influence of Organisational Culture on Knowledge Sharing Behaviour Introduction Knowledge is the “combination of experience, values, contextual information and expert insight” (Al-Alawi et al, 2007, p.22) that help to assess and utilize new experience and information…
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Download file to see previous pages Of the numerous activities constituting the knowledge management process, the most commonly discussed is knowledge transfer or knowledge sharing (Al-Alawi et al, 2007). Hislop (2009) observes that in the first generation of knowledge management literature, organisational socio-cultural factors were marginalised, and were not taken into consideration. However, the significance of organisational culture in knowledge sharing behaviour has now been established. Employees’ motivation and willingness to share knowledge emerges from the organisational culture, which is defined as the shared, basic assumptions that an organisation learnt while coping with the environment and solving problems of external adaptation and internal integration, taught to new members as the right way to solve those problems (Park et al, 2004). Thesis Statement: The purpose of this paper is to investigate how organisational culture can influence knowledge sharing behaviour in the workplace. Organisational Culture Influences Knowledge Sharing Behaviour While the strategies and the technologies for knowledge management enable the proper channelisation and dissemination of knowledge, the culture of the organisation directly influences knowledge sharing among employees. Knowledge sharing is also related to the importance given to intellectual capital in an organisational culture. In a rapidly developing economy such as India there is considerable emphasis on intellectual capital in various spheres including organisational knowledge management. Cheema (2010) asserts that education in knowledge management is critical for organisational managers and human resource personnel, and their leading with knowledge helps the organisation to achieve sustained competitive advantage in the growing global market of today. The key debates and the various perspectives in organisational knowledge management begin with the origins of the study of knowledge, or its epistemology, argues Hislop (2009). The processing of knowledge within the organisation, and its connection to human motivation are also essential factors. Social and cultural issues particularly those pertaining to the workplace, play vital roles in knowledge management and in the sharing of knowledge. Organisational knowledge is of a collective and shared nature, and its different dimensions are reflected in the dynamics of knowledge production and dissemination. Further, knowledge processes pertain to conflicts and politics at the workplace , which are inherent parts of organisational culture. They reveal the ways in which knowledge and power are mutually related, states Hislop (2009). Each organisation has a distinctive culture which reflects the organisation’s identity both in the visible and in the invisible dimensions. The visible aspect of culture is found in the values, philosophies and mission of the company, while the invisible dimension is formed by the unspoken set of values directing employees’ actions and approaches in the organisation, state McDermott and O’Dell (2001). The critical success factors in organisational culture that influence knowledge sharing included mutual trust between employees, with a high expectancy of reliability of the promise or actions of other individuals or groups. Only when there is trust do team members respond openly and share their knowledge (Politis, 2003). Further, top ...Download file to see next pagesRead More
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