INTRAORGANIZATIONAL KNOWLEDGE SHARING IN KNOWLEDGE INTENSIVE FIRMS

Akshey Gupta and Snejina Michailova
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Akshey Gupta: Microsoft Operations Pte Ltd, Singapore
Snejina Michailova: Centre for Knowledge Governance and Department of International Economics and Management, Copenhagen Business School, Denmark

Chapter 14 in People, Knowledge and Technology:What Have We Learnt So Far?, 2004, pp 140-151 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThis paper is a study of the knowledge-sharing difficulties experienced by three departments in a knowledge-intensive firm, a global consulting firm that has been on the forefront of knowledge management and has won several knowledge management related international acclaims. Our analysis shows that there are strong disincentives in place for departments to share knowledge. We found that the nature of the businesses of the departments was very different and so were their knowledge requirements and the preferred ways to seek knowledge. Additionally, confidentiality agreements with clients and lack of cross-departmental interaction inhibited knowledge sharing beyond departmental boundaries. Contrary to the common belief in the organization, we found that one single IT system could not satisfy the context-specific knowledge-sharing needs of the different departments. We suggest that some very recent breakthrough technologies could be applied to facilitate cross-departmental knowledge sharing provided they are implemented at the strategic organizational level.

Keywords: Knowledge Management; Innovation; Communities; Collaboration; Knowledge Sharing; Culture; Knowledge Creation; Knowledge Management Strategies; Knowledge Discovery (search for similar items in EconPapers)
Date: 2004
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