Investigating Interdependencies Between Key Features of Lessons Learned: An Integral Approach for Knowledge Sharing

Yawar Abbas (), Alberto Martinetti, Lex Frunt, Jeroen Klinkers, Mohammad Rajabalinejad and Leo A. M. van Dongen
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Yawar Abbas: Design, Production and Management Department, University of Twente, Enschede, The Netherlands
Alberto Martinetti: Design, Production and Management Department, University of Twente, Enschede, The Netherlands
Lex Frunt: ��Netherlands Railways, Utrecht, The Netherlands
Jeroen Klinkers: ��ProRail, Utrecht, The Netherlands
Mohammad Rajabalinejad: Design, Production and Management Department, University of Twente, Enschede, The Netherlands
Leo A. M. van Dongen: Design, Production and Management Department, University of Twente, Enschede, The Netherlands

Journal of Information & Knowledge Management (JIKM), 2022, vol. 21, issue 02, 1-39

Abstract: While there is a clear consensus in the literature on the need to share lessons learned, it remains unclear how to properly do so. This paper addresses this point and offers insight into how best to incorporate tacitly held social preferences for developing knowledge-sharing strategies. A descriptive survey was conducted to analyse the knowledge sharing practices for lessons learned within the railway sector. Eight variables are investigated that are derived from the four LEAF features: learnability, embraceability, applicability, and findability. This study revealed that for learnability, storytelling and discussion with colleagues are preferred ways to share personal experiences. Trust and the creation of a learning culture emerged as key aspects of embraceability. With regard to applicability, a process-related knowledge-sharing focus for intraorganisational and a content-related focus for interorganisational knowledge domains are preferred. Better technological findability is identified as a key area of improvement. Finally, novel dependencies are established using the chi-square test between key LEAF features.

Keywords: Knowledge sharing; lessons learned; tacit knowledge; organisational learning (search for similar items in EconPapers)
Date: 2022
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DOI: 10.1142/S0219649222500198

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