KNOWLEDGE SHARING BARRIERS AT THE INDIVIDUAL LEVEL IN A CHINESE BANK

Qian Huang · Robert M. Davison

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Knowledge Management and Sharing Innovation and Knowledge Management Team Dynamics and Performance

Abstract

A considerable amount of research has focused on knowledge sharing practices, including enablers and barriers, and it is generally agreed that it can contribute to organisational success. However, we know little about how these barriers are formed in organisational contexts and whether they can be overcome. In this research, we conducted a qualitative investigation in one branch of a major bank in China, considering the barriers that may prevent knowledge sharing activities from occurring, as well as ways to overcome them. We found that there is only one significant barrier, the potential loss of knowledge power, which can be overcome by system adjustment. The implications of the research for future research and practice are discussed.

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References

1984Case Study Research: Design and Methods 1994Qualitative Data Analysis: An Expanded Sourcebook 1973The Strength of Weak Ties 1994A Dynamic Theory of Organizational Knowledge Creation 1998Working knowledge: how organizations manage what they know 2005Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 2005Contributing Knowledge to Electronic Knowledge Repositories: An Empirical Investigation1 1996GUANXI: CONNECTIONS AS SUBSTITUTES FOR FORMAL INSTITUTIONAL SUPPORT.

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2018Exploring Knowledge-Sharing Barriers and Their Implications

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