How knowledge is shared in organizations: Model and empirical evidence
Journal
EASEC-11 - Eleventh East Asia-Pacific Conference on Structural Engineering and Construction
Date Issued
2008
Author(s)
Abstract
Knowledge has emerged as the most strategically significant resource of the firm, and the integration of individuals' specialized organizational capability through knowledge management has been considered crucial to the creation and sustainability of competitive advantages. Surprisingly, there are only limited studies that address the most fundamental element in knowledge management: the sharing of knowledge. In this paper, a game theory based model is proposed to solve for the conditions that determine the knowledge sharing behaviors of employees. According to the game equilibrium, knowledge can be categorized into six types, each with different knowledge sharing implications. The implications due to the model will be empirically tested based on the survey of a major engineering consulting firm in Taiwan. We expect this study to provide both researchers and practitioners a new perspective for understanding and encouraging the sharing of knowledge.
Subjects
Empirical study; Game theory; Knowledge management; Knowledge sharing; Organization
Other Subjects
Competitive advantage; Empirical evidence; Empirical studies; Engineering consulting; Game equilibrium; Game-theory based model; Knowledge-sharing; Organizational capabilities; Competition; Game theory; Industry; Societies and institutions; Structural design; Knowledge management
Type
conference paper