Cultural and social issues for knowledge sharing

Franz Barachini

113 citations0/0 files storedJournal of Knowledge Management

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

Purpose The purpose of this paper is to show that knowledge sharing is primarily based on a trading process – the business transaction process. Motivators as well as morale hazards for knowledge sharing based on existence needs, biosocial needs and cognitive needs are described. Design/methodology/approach An industry survey followed by interviews discovers arguments supporting the business transaction theory. Results of the interviews are clustered and categorized according to Alderfer's pyramid. Morale hazards hampering knowledge sharing are derived thereof. Findings The comprehensive online survey, combined with personal interviews, supports the business transaction theory. According to this theory, knowledge sharing is based on a trading process. During this process, which can be regarded as information exchange process, people evaluate information on individual basis in an asymmetric way. Modern portfolio theory can help to understand the motivation behind this process. Motivators as well as morale hazards for knowledge sharing were detected. Research limitations/implications The business transaction theory is valid independent from cultures. However, the findings about morale hazards are cultural dependent. These findings represent hopes and fears of the Central European society. It would be interesting to perform the study in other regions and to compare the results. Practical implications The results are valuable for companies which plan to improve their rewarding and incentive systems. Originality/value Until recently researchers regarded trust, attitude and group support as the main drivers of successful knowledge‐sharing cultures. This paper shows that the underlying mechanism for knowledge sharing is rather based on a trading process.

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References

2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations 1995The Knowledge-Creating Company 1993Cultures and Organizations: Software of the Mind.1997Motivation and Personality 1998The Knowledge-Creating Company 1997The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets 1999The Delphi technique as a forecasting tool: issues and analysis 2002Managing An Organizational Learning System By Aligning Stocks and Flows

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