We are in the massive explosive age of knowledge sharing and
virtual information transference. Organizations are scrambling to find ways of
capitalizing on the large movement of information in order to create more efficient
and innovative firms. Research helps to support the concepts that effective
knowledge sharing is part communication technology and part human motivation.
Knowledge sharing creates opportunities for organizations to
meet the needs of customers, generate solutions and create efficiencies that
provide opportunity for organizations to more effectively compete on the open
market (Reid, 2003). Through this sharing of knowledge workers can better
enhance both their personal efforts as well as the resources of the
organization.
Organization innovation often rests on the ability to make
meaning of important information and then applying it to solve important problems.
According to Scarbrough (2003) knowledge sharing is essential to the
development of higher levels of innovative output. Problem solving requires the
collaboration of skills and information in order to effectively complete and
this is where knowledge sharing has its value.
Simply because an organization has developed knowledge
sharing networks does not necessarily mean that they will be utilized
effectively. There are individual, organizational, and technology related
factors to the success of such networks (Taylor and Write, 2004). Each of these
factors can influence the viability and practical utility of such systems
making them either profitable or sunk costs with no opportunity for recovery.
Employees must also willingly engage in such knowledge sharing
projects. Without employee participation and belief that the networks are
important to them they won’t be utilized to their fullest extent. Thus such
networks need to have value for the members and contribute to their personal
goals.
Research conducted by Hsiu-Fen from the National Taiwan
Ocean University in 2007 helps to determine the individual, organizational, and
technology related factors in the on knowledge sharing and where or not such
factors influence organizational innovation.
After initial pilot testing the study included 172 participants from 50
organizations and analyzed results using the structural equation modeling
(SEM).
Results:
-Enjoyment of helping others and knowledge self-efficiency
were strongly associated with employee willingness to share knowledge.
-Top management support was effective for employee willingness
to share and collect knowledge on such networks.
-Positive relationship of information networking and
knowledge collecting but not necessarily with the desire to share knowledge.
-The willingness of employees to both donate and share knowledge
has a marked impact on a firm’s innovation capacity.
Analysis:
Through the study it is possible to see that knowledge
sharing networks have an impact on organizational innovative capacities.
However, employees must find a beneficial use in the information they are
finding as well as a willingness to donate their energy to sharing knowledge.
This sharing motivation is rooted in the desire to help others but also is
enhanced through the rewards of performance. Organizations that implement such
knowledge sharing networks should also consider the human elements of motivation
and ease of usage.
Hsiu-Fen, L. (2007). Knowledge sharing and firm innovation
capability: an empirical study. International
Journal of Manpower, 28 (3/4).
Reid, F. (2003). Creating a knowledge sharing culture among
diverse business units. Employment
Relations Today, 30 (3).
Scarbrough, H. (2003). Knowledge management, HRM and
innovation process. International journal
of Manpower, 24 (5).
Taylor, W. & Wright, G. (2004). Organizational readiness
for successful knowledge sharing: challenges for public sector managers. Information Resource management Journal, 17
(2).
