Understanding Knowledge Sharing

Summary: "A Foundation for Understanding Knowledge Sharing" (Caruso, 2017)

• Encouraging Communication and Knowledge Sharing:

  • Emphasis on fostering communication and knowledge sharing, involving the exchange of information, skills, and expertise.

• Key Components for Knowledge Sharing:

  • Relies on organizational culture embracing knowledge sharing.

  • Involves informal workplace learning, performance support for learning promotion, and knowledge management for transforming informal learning into valuable knowledge.

• Employee Knowledge Significance:

  • Employee knowledge is crucial for creating economic power and value.

  • Managing performance is vital for competitiveness and skill development.

• Impact of Effective HR Strategy:

  • Effective HR strategy impacts organizational development, homogenization, competitive skill acquisition, cultural changes, career development, and conflict reduction.

• Continuous Learning Culture:

  • Advocates for creating a culture of continuous learning for improved organizational performance.

• Organizational Culture Definition:

  • Organizational culture comprises shared values, beliefs, and understanding, influencing decision-making and organizational activities.

• Metaphors of Organizational Culture:

  • Alvesson identifies eight metaphors: exchange regulator, compass, social group, sacred cow, affect regulator, disorder, blinders, world closure.

• Formal vs. Informal Learning:

  • Formal learning is institutionally sponsored, while informal learning occurs outside classrooms.

  • Informal learning is often self-directed, subconscious, and intentional.

• Characteristics of Self-Directed Learning:

  • No formal educator, but may involve a resource person.

  • Intentional, conscious, and goal-setting.

  • At least seven hours, with more than half of motivation focused on knowledge and skill acquisition.

• Recognition of Informal Learning:

  • Informal learning is considered intangible but needs recognition to be supported by organizations.

• Types of Informal Workplace Learning:

  • Self-directed, incidental, and tacit knowledge.

  • Tacit knowledge is implicit, embedded in daily activities, and involves knowing "how" rather than "who," "what," and "why."

• Challenges in Knowledge Sharing:

  • Employees may resist sharing knowledge due to concerns about job security (knowledge hoarding).

  • Performance support and knowledge management can mitigate this.

• Promoting Informal Learning in the Workplace:

  • Design work areas and schedules to allow time for collegial integration and sharing.

  • Provide adequate technology access for timely information retrieval.

  • Management support and a learning-committed organizational culture are essential.

• Role of Web 2.0:

  • Web 2.0, with user-generated content and improved usability, can be capitalized by organizations.

  • Examples include WebCam announcements, video emails, synchronous web conferencing, and screen casting.

• Value of Informal Learning:

  • Informal learning should be given equal value, integrated into blended learning.

  • Human resource development professionals play a role in extracting and delivering individual knowledge to the organization.