Welcome to the InfoSci Platform
Reference Hub3
Knowledge Sharing: Interactive Processes Between Organizational Knowledge-Sharing Initiative and Individuals' Sharing Practice

Knowledge Sharing: Interactive Processes Between Organizational Knowledge-Sharing Initiative and Individuals' Sharing Practice

Shuhua Liu
Copyright: © 2008 |Pages: 23
ISBN13: 9781599048161|ISBN10: 1599048167|ISBN13 Softcover: 9781616927394|EISBN13: 9781599048185
DOI: 10.4018/978-1-59904-816-1.ch001
Cite Chapter Cite Chapter

MLA

Liu, Shuhua. "Knowledge Sharing: Interactive Processes Between Organizational Knowledge-Sharing Initiative and Individuals' Sharing Practice." Building the Knowledge Society on the Internet: Sharing and Exchanging Knowledge in Networked Environments, edited by Ettore Bolisani, IGI Global, 2008, pp. 1-23. https://doi.org/10.4018/978-1-59904-816-1.ch001

APA

Liu, S. (2008). Knowledge Sharing: Interactive Processes Between Organizational Knowledge-Sharing Initiative and Individuals' Sharing Practice. In E. Bolisani (Ed.), Building the Knowledge Society on the Internet: Sharing and Exchanging Knowledge in Networked Environments (pp. 1-23). IGI Global. https://doi.org/10.4018/978-1-59904-816-1.ch001

Chicago

Liu, Shuhua. "Knowledge Sharing: Interactive Processes Between Organizational Knowledge-Sharing Initiative and Individuals' Sharing Practice." In Building the Knowledge Society on the Internet: Sharing and Exchanging Knowledge in Networked Environments, edited by Ettore Bolisani, 1-23. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-816-1.ch001

Export Reference

Mendeley
Favorite

Abstract

Knowledge is one of the most important competitive resources a business can have. However, the failure of knowledge management initiatives in the last decade, especially the failure of knowledge management (sharing) systems, directly points out the inadequacy of current approaches to knowledge sharing.This chapter, expanding on the current view of knowledge and knowledge management, offers an alternative approach to knowledge sharing. It is argued that to understand employee knowledge-sharing behavior, we have to understand the interactions between organizational context and individuals’ sense-making processes before achieving success. Studies in knowledge sharing are reviewed before the missing organizational factors are pointed out. Established theories in sociology, management science, and organizational behavior are introduced where the influences of both formal and informal organizational factors on employee knowledge sharing are elaborated. Theoretical and practical implications of current study on knowledge-sharing research are discussed in the end.

Request Access

You do not own this content. Please login to recommend this title to your institution's librarian or purchase it from the IGI Global bookstore.