Knowledge Sharing Culture: A Case Study

Meliha Handzic () and Don Agahari
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Meliha Handzic: School of Information Systems, Technology and Management, The University of New South Wales, Sydney 2052, Australia
Don Agahari: School of Information Systems, Technology and Management, The University of New South Wales, Sydney 2052, Australia

Journal of Information & Knowledge Management (JIKM), 2004, vol. 03, issue 02, 135-142

Abstract: This paper reports a case study of a knowledge sharing culture in a large Australian consulting firm, Deloitte. An exploratory study was conducted to examine the extent to which knowledge sharing behaviour occurs within Deloitte and its relationships with the firm's core values, structures and practices. The study identified widespread knowledge sharing behaviour as demonstrated by a high degree of communication and collaboration activities. It also identified the firm's core values and corresponding procedures that cultivated trust, redundancy, staff empowerment, motivation and remuneration. Structures and practices were also found to convey a high degree of leadership commitment and provision for continuous learning.

Keywords: Knowledge sharing; organisational culture; knowledge management; case study (search for similar items in EconPapers)
Date: 2004
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Citations: View citations in EconPapers (3)

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DOI: 10.1142/S0219649204000754

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