Knowledge sharing in diverse organisations

Jakob Lauring · Jan Selmer

82 citations0/0 files storedHuman Resource Management Journal

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Knowledge Management and Sharing Gender Diversity and Inequality Team Dynamics and Performance

Abstract

It has been argued that both strengths and weaknesses of diversity in organisations stem from the different demographic, national, linguistic, social and cultural backgrounds of their members. However, few attempts have been made to link different types of diversity to knowledge sharing despite the fact that organisations which can make full use of their collective knowledge and expertise could be expected to be more efficient, effective and creative. Therefore, a survey was directed towards 16 diverse academic departments in three large universities in Denmark, and 489 academics took part. As predicted, results showed that diversity related to internationalisation (cultural and linguistic) had more positive associations with knowledge sharing than inherent demographic diversity (age and gender), which generally had negative or no relationships with knowledge sharing. The implications of these findings for the management of knowledge in intensive diverse organisations are discussed in detail.

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References

1973The Strength of Weak Ties 1954A Theory of Social Comparison Processes 1981Culture's Consequences: International Differences in Work-Related Values 1994A Dynamic Theory of Organizational Knowledge Creation 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1986Research in Organizational Behavior.1986Psychology of intergroup relations 1982Social Psychology of Intergroup Relations

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