Knowledge sharing and knowledge management system avoidance: The role of knowledge type and the social network in bypassing an organizational knowledge management system

Susan A. Brown · Alan R. Dennis · Diana Burley Gant · Priscilla A. Arling

42 citations0/0 files storedJournal of the American Society for Information Science and Technology

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Knowledge Management and Sharing Innovation and Knowledge Management Information Architecture and Usability

Abstract

Knowledge sharing is a difficult task for most organizations, and there are many reasons for this. In this article, we propose that the nature of the knowledge shared and an individual's social network influence employees to find more value in person‐to‐person knowledge sharing, which could lead them to bypass the codified knowledge provided by a knowledge management system (KMS). We surveyed employees of a workman's compensation board in Canada and used social network analysis and hierarchical linear modeling to analyze the data. The results show that knowledge complexity and knowledge teachability increased the likelihood of finding value in person‐to‐person knowledge transfer, but knowledge observability did not. Contrary to expectations, whether the knowledge was available in the KMS had no impact on the value of person‐to‐person knowledge transfer. In terms of the social network, individuals with larger networks tended to perceive more value in the person‐to‐person transfer of knowledge than those with smaller networks.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1994A Dynamic Theory of Organizational Knowledge Creation 2005Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 1999What's your strategy for managing knowledge?2005Why Should I Share? Examining Social Capital and Knowledge Contribution in Electronic Networks of Practice1 2003Network Structure and Knowledge Transfer: The Effects of Cohesion and Range 2005Why should i share? examining social capital and knowledge contribution in electronic networks of practice 1995Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An Empirical Test

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