A Dialectic on the Cultural and Political Aspects of Information and Knowledge Sharing in Organizations

A Dialectic on the Cultural and Political Aspects of Information and Knowledge Sharing in Organizations

Dennis Hart (Australian National University, Australia) and Leoni Warne (Defence Science and Technology Organisation, Australia)
Copyright: © 2008 |Pages: 15
DOI: 10.4018/978-1-59904-916-8.ch008
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Abstract

This chapter raises issues concerning information and knowledge sharing in organizations and why such sharing is often difficult to achieve. In particular, it compares an organizational cultural analysis with an organizational political one. The authors believe that the issues raised are not only important but are often insufficiently attended to by practitioners who are attempting to build technological information and knowledge management systems. The driver for the chapter is the fact that despite impressive advances in technology, and its now almost ubiquitous presence in organizations many of the benefits originally expected concerning improved information and knowledge sharing have not materialised as was once confidently expected. One of the authors argues a basic reason for this lies in the lack of attention to the cultural foundations of organizations, while the other contends it is more because matters relating to organizational power and political matters are often misunderstood, overlooked or ignored. These different perspectives are discussed and contrasted in order to tease out the important differences between them and assess the prospects for a synthesis. It is concluded that, while there are important commonalities between the two perspectives, there are also fundamental differences, including concerning what are causes and what are effects and, therefore, how to go about effecting change regarding information and knowledge sharing.

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Table of Contents
Chapter 1
Murray E. Jennex
This short chapter explores other motivations for organizations to implement KM. These motivations include obsolescence/innovation (these two go... Sample PDF
The Need for Knowledge Management
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Chapter 2
Murray E. Jennex
Jennex (2005) used an expert panel to generate the definition of knowledge management as the practice of selectively applying knowledge from... Sample PDF
The Impact of Culture and Context on Knowledge Management
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Chapter 3
Adekunle Okunoye, Nancy Bertaux
Cultural diversity and wide disparities in the extent of up-to-date infrastructure make managing knowledge challenging in developing countries, even... Sample PDF
Addressing Contextual Issues in Knowledge Management: A Guiding Framework
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Chapter 4
Murray E. Jennex, Lorne Olfman
This paper describes a knowledge management, KM, Success Model that is derived from observations generated through a longitudinal study of KM in an... Sample PDF
A Model of Knowledge Management Success
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Chapter 5
Karma Sherif, Ahmed Sherif
Knowledge transfer has been promoted as a critical and necessary condition for organizations to sustain competitive advantage. In this paper, we... Sample PDF
Think Social Capital Before You Think Knowledge Transfer
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Chapter 6
Jaekyung Kim, Sang M. Lee, David L. Olson
Knowledge sharing is important for organizational success. Once IT-driven KM approaches are proliferated, they sometimes fail to operate as... Sample PDF
Human Effect of Knowledge Sharing: Cooperative Type and Reciprocity Level in Community of Practice
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Chapter 7
Sharman Lichtenstein, Alexia Hunter
Managers and researchers alike have sought new ways to address the challenges of sharing dispersed knowledge in modern business environments.... Sample PDF
Toward a Receiver-Based Theory of Knowledge Sharing
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Chapter 8
Dennis Hart, Leoni Warne
This chapter raises issues concerning information and knowledge sharing in organizations and why such sharing is often difficult to achieve. In... Sample PDF
A Dialectic on the Cultural and Political Aspects of Information and Knowledge Sharing in Organizations
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Chapter 9
Abel Usoro, Matthew H.S. Kuofie
Often, organisational members are separated not only geographically but also culturally. Information technology has inevitably become a facilitator... Sample PDF
A Conceptual Model for Knowledge Sharing as Dependent on Cultural Factors
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Chapter 10
Jill Owen
Knowledge reuse has long been an issue for organizations. The management, reuse and transfer of knowledge can improve project management... Sample PDF
Integrating Knowledge Management with Programme Management
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Chapter 11
Keith Sawyer, John Gammack
Although it is widely accepted that alignment of knowledge with corporate strategy is necessary, to date there have been few clear statements on... Sample PDF
Developing and Analysing Core Competencies for Alignment with Strategy
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Chapter 12
Debbie Richards, Megan Vazey
This chapter postulates that the problem solving process in many domains involves identifying the class of problem on hand, identifying an... Sample PDF
A Case-Classification-Conclusion 3Cs Approach to Knowledge Acquisition: Applying a Classification Logic Wiki to the Problem Solving Process
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Chapter 13
Dick Stenmark, Rikard Lindgren
This chapter is motivated by one simple question: Why do so many knowledge management systems (KMS) fail when implemented in organizational... Sample PDF
Knowledge Management Systems: Towards a Theory of Integrated Support
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Chapter 14
Gerlinde Koeglreiter, Luba Torlina
In developing a conceptual framework of a Community of Practice’s (CoP) role in organisational KM this chapter summarises preliminary findings of a... Sample PDF
Community of Practice: Aligning Knowledge Work with Organizational Knowledge Strategy
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Chapter 15
Sung-kwan Kim, Seongbae Lim, Robert B. Mitchell
Since knowledge management (KM) is considered to be an important function of the successful business operation, many organizations are embracing KM.... Sample PDF
A Method for Knowledge Modeling with Unified Modeling Language (UML): Building a Blueprint for Knowledge Management
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Chapter 16
Jane Fröeming, Norbert Gronau, Simone Schmid
The Knowledge Modeling and Description Language (KMDL®) analyzes knowledge intensive business processes which lead towards improvements. After... Sample PDF
Inprovement of Software Engineering Processes by Analyzing Knowledge-Intensive Activities
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Chapter 17
Bonnie Wai-yi Cheuk
Prior to the establishment of the Knowledge Management (KM) strategy, the British Council defined knowledge as ‘objects’. Knowledge sharing was... Sample PDF
Using Social Networking Analysis to Facilitate Knowledge Sharing Amongst Senior Managers in Multinational Organisations
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Chapter 18
Alton Y.K. Chua, Wing Lam
This chapter describes how the Center for Army Lessons Learned (CALL) has developed a unique, institutionalized knowledge reuse process. The paper... Sample PDF
Leveraging Current Experiences for Future Actions: An Exemplar of Knowledge Reuse
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Chapter 19
Wen-Jang ("Kenny") Jih, Cheng Hsui Chen, Andy Chen
The very fundamental mission of hospital management is to deliver quality healthcare services by utilizing highly specialized medical knowledge and... Sample PDF
Knowledge Characteristics, Knowledge Acquisition Strategy and Results of Knowledge Management Implementations: An Empirical Study of Taiwanese Hospitals
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Chapter 20
Murali Raman, Terry Ryan, Lorne Olfman, Murray E. Jennex
This chapter is about the design and implementation of an information system, using Wiki technology to improve the emergency preparedness efforts of... Sample PDF
Emergency Preparedness and Information Systems: A Case Study Using Wiki Technology
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Chapter 21
Tim Murphy, Murray E. Jennex
This chapter explores the use of knowledge management with emergency information systems. Two knowledge management systems that were utilized during... Sample PDF
Knowledge Management and Hurricane Katrina Response
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About the Contributors