Examining Knowledge and Knowledge Sharing as pivotal Strategic Reso… Essay Example

to the technological and systems variables inherent in any management process, there is also a human aspect. Therefore, in order to create a productive work environment, a manager must find ways to motivate and coordinate their employees.

The individuals employed in a package administration are its most valuable resources. They are considered intellectual capital and it is the responsibility of the directors to ensure that the administration maximizes its investment in these individuals. In successful companies and economies, this is accomplished by giving people a high level of respect and providing them with a level of responsibility and compensation that aligns with their achievements.

Effective management in an organization involves overseeing various aspects, including technical and non-technical issues. Project managers must utilize their team members in the most efficient way to solve problems. They need to motivate people, plan and coordinate their work, and ensure tasks are performed correctly. Inadequate management of personnel is a major factor contributing to project failure, according to D.

According to Gurteen (1999), organizational culture can be seen as a rigid underlying framework of ideas that not only shape our thinking but also our behavior and perception of our business environment. It effectively establishes a set of guidelines for how members of an organization work and how those organizations are structured. This paper will discuss various types of knowledge that can and should be managed in the first section, highlight the significance of knowledge sharing in firms in the second section, explore different forms of organizational culture in the third section, and finally provide suggestions and conclusions regarding the implementation of knowledge management in organizations.

1. Knowledge

Information is processed

data and can be stored in computers. Due to globalization, it is becoming more accessible to everyone as discussed by Harari (1997). Malhotra (1998) states that humans naturally have knowledge.

Knowledge is the understanding, awareness, or familiarity acquired through investigation, exploration, observation, or personal experience. It is an individual's interpretation of information based on their own experiences and abilities. From an organizational perspective, knowledge refers to what people know about customers, products, processes, mistakes, and successes (Grayson and O'Dell, 1998). This knowledge can be stored in databases or shared through experiences and best practices from internal and external sources. Over time, organizations accumulate this knowledge which contributes to business intelligence and insight - characteristics of wisdom.

Wisdom is obtained when organizations gain new knowledge through the transformation of corporate experiences and expertise. An example of such knowledge is the information acquired during software development and stored in a physical memory. According to Sommerville I. 2001, this knowledge can be categorized into two types: Semantic knowledge, which relates to understanding concepts such as assignment statements, object classifications, hash search techniques, and organizational structures.

The cognition discussed in this text is acquired through experience and learning, and it is retained regardless of the specific representation. Syntactic cognition refers to complex mental processes, such as knowing how to write an object description in Java or understanding the available standard functions in a programming language. It also involves knowing whether to use the "=" or ":=" symbol for assignments. This type of cognition is retained in a rough or unrefined form. Additionally, Bollinger A.S and Smith R. (2001) identify two types of cognition: explicit and implicit/tacit. Explicit cognition is clearly defined, easily

expressed without ambiguity or vagueness, and can be codified and stored in a database.

Tacit cognition is the unarticulated cognition that exists in an individual's mind and is often difficult to describe and transfer. It includes lessons learned, know-how, judgment, rules of thumb, and intuition. On the other hand, as stated by Wiig et al. (1997), knowledge is intangible and hard to measure, volatile, increases with use, can be used simultaneously by different processes, often has long lead times, is typically embodied in agents with wills, and has broad impacts on the organization. Problem solving is a major factor for knowledge sharing in firms and organizations. Creating a model for the problem is a problem-solving process. The following diagram depicts the integration of problem solving and knowledge.

2. Knowledge sharing

The exchange of information or assistance to others, known as knowledge sharing, is considered beneficial for improving advanced administrations. However, there is a lack of understanding about the specific organizational and individual factors that either encourage or discourage knowledge sharing among co-workers. While many companies invest in new technologies to promote knowledge sharing among employees, other factors may have a more significant role in predicting knowledge sharing. According to C.E. Connely and E.K. Kelloway (2003), knowledge sharing involves behaviors related to exchanging information or providing assistance.

The text explains that information sharing is different from cognition sharing. Information sharing involves providing information about the organization, such as financial statements, to employees at all levels. In contrast, cognition sharing involves a reciprocal exchange of knowledge and can be one-way and not requested. In organizations, employees may seek signs of support for cognition sharing from management, such as the presence

of cognition sharing technology. If management invests significant resources into purchasing or developing and implementing such technology, employees may interpret it as a sign of support and adjust their behavior accordingly.

2.1 Knowledge sharing procedures

In the first subdivision, various types of knowledge are presented, including implicit and explicit knowledge. The following paragraph will explain the concept of knowledge sharing. Knowledge sharing refers to the process of individuals mutually exchanging their knowledge and collaboratively generating new knowledge. This process plays a crucial role in transforming individual knowledge into organizational knowledge.

The text reiterates that cognition sharing involves both contributing and gathering knowledge. Van den Hoff B. and De Ridder A.J. (2004) identify two categories: knowledge donating, which involves conveying one's personal intellectual capital to others, and knowledge gathering, which entails consulting colleagues to encourage them to share their intellectual capital.

Both procedures, knowledge passing and knowledge learning, are considered active procedures. In order to create a sense of commitment and encourage knowledge sharing within an organization or company, different forms of organizational commitment can be displayed. These include affectional commitment, which involves emotional attachment and engagement with the organization, motivating individuals to continue their employment with that organization. Identifying and recognizing knowledge sharing barriers is an important factor in an organization's culture, as it plays a significant role in the success of knowledge management. Implementing knowledge management goals and strategies to fit the company's culture is more effective in promoting knowledge sharing than trying to adapt the organizational culture to fit those goals and strategies.

According to Mcdermott and O'Dell 2001, as stated in Riege A. 2005, certain companies such as PriceWaterhouseCoopers, Ford, and IBM have successfully integrated knowledge-sharing activities

into their corporate culture. However, the main reason why most companies fail to achieve their knowledge sharing goals appears to be the lack of a clear connection between the knowledge management strategy and the overall company objectives - possibly because knowledge sharing is often perceived as a separate activity.

Additionally, barriers to knowledge sharing at an individual or employee level are often related to factors like poor communication skills and social networks, cultural differences, and a lack of time and trust. At an organizational level, barriers are often associated with economic viability, lack of infrastructure and resources, availability of formal and informal meeting spaces, and the physical environment. Technological barriers seem to correspond with factors like reluctance to use applications that do not meet specific needs, unrealistic expectations of IT systems, and difficulties in building, integrating, and modifying technology-based systems.

There are various reasons why people keep their knowledge and the contexts are often multifaceted.

2.4 Individual and organizational barriers in knowledge sharing

Potential individual barriers arising from individual behavior or people's perceptions and actions can relate to either individuals or groups within or between business networks. On the other hand, one of the main challenges of sharing knowledge in an organizational context is related to the appropriate corporate environment and conditions. Individual barriers, as stated by Riege A.

In 2005, there may have been a general lack of time to share knowledge, fear that sharing knowledge could put the integrity and security of people's job information at risk, lack of contact and interaction between knowledge sources and recipients, and differences in age and gender. Therefore, it is important to develop individuals' social management skills

in order to encourage knowledge sharing. In the past, when profitability was measured by an organization's output, hoarding knowledge rather than sharing it was believed to benefit career advancement. Sharing knowledge was often seen as weakening an employee's corporate position, power, or status within the company.

Another potential obstacle is the employees' national culture, which is typically understood as a connected set of values, behaviors, and symbols that individuals learn and share. These cultural elements provide guidance to members of an organization. According to O'Dell C. and Grayson (1998), a common barrier to sharing is a lack of time. Despite being aware of the benefits of knowledge sharing, managers often struggle to implement it due to time constraints. Time limitations also lead people to potentially hoard their knowledge rather than spending time sharing it with others. Instead, individuals naturally prioritize tasks that are more beneficial to them.

When it comes to employee cognition, trust plays a crucial role. Without trust, it is unlikely for individuals to share their knowledge. Trust can be in the form of assurance that knowledge will not be misused or confidence in the accuracy and credibility of the information source. Limited resources and time often hinder a detailed assessment of external tacit or explicit knowledge quality. In informal networks, people tend to trust each other, willingly share knowledge and insights, and actively collaborate. Organizational barriers such as the misallocation of human or process-oriented resources (e.g., skilled personnel, finance, information and communication technology) can hinder the creation of an effective environment for sharing knowledge (Gold et al., 2001).

Supplying an appropriate substructure and sufficient resources to ease sharing patterns within and between functional countries is

the footing of a successful Knowledge direction plan but sharing patterns are frequently doomed to neglect before they begin due to the absence of basic substructure and sharing capablenesss.

Organizational Culture and how it contributes in cognition sharing

Organizational civilization is defined by Martins E.G. and Terblanche F. 2001 as the deeply seated values and beliefs shared by forces in an administration. Organizational civilization is manifested in the typical features of the administration.

Therefore, it refers to a set of fundamental principles that have proven successful in the past and are widely accepted as valid within the organization. These principles are upheld through ongoing human interaction and the correct approach to addressing issues within the organization. Organizational culture is an integral part of the overall functioning of an organization. A strong culture establishes shared values that ensure everyone within the organization is aligned according to Robbins S.P., 1997. The role that organizational culture plays within an organization can be categorized into the various effects it has on different processes within the organization.

According to Martins E.G. and Terblanche F. 2001, organizational culture serves the functions of internal integration and coordination. The function of internal integration involves socializing new members in the organization, establishing boundaries for the organization, fostering a sense of identity among employees, and promoting commitment to the organization.

The organizing map of an organization is about creating a competitive advantage by establishing acceptable behaviors and social stability. Organizational culture, in simple terms, is the fundamental aspect of communication and mutual understanding among employees. According to Furnham A. and Gunter B. 1993, if the organizational culture fails to fulfill these two functions effectively, it can greatly diminish the efficiency

of a company.

Furthermore, according to Lavi M. et Al (2006), research suggests that organizational values and knowledge direction are crucial for facilitating effective knowledge sharing patterns within a company. The researchers conclude that organizations that have more open and supportive value orientations are more likely to exhibit positive knowledge behaviors, such as members sharing insights with one another. They argue that these values are a part of the company's knowledge infrastructure capability, which can influence its ability to innovate, adapt quickly to change, and respond to new market demands.

In a survey conducted by Jarvenpaa S.L. and Staples S.D. in 2001, it was found that shared organizational values have an impact on an individual's perception of ownership of knowledge and their inclination to share that knowledge with others. The study concludes that a tendency to share information and a perceived organizational ownership of knowledge result in increased usage of collaborative media for sharing information. However, Lee H. and Choi B. also found similar results.

According to their research in 2003, some different factors that enable cognitive creative activity were examined by Lee G.K. and Cole R.E. Among these factors were the organizational values of collaboration, trust, and learning. The findings of their study supported their hypothesis that there is a positive relationship between organizational culture, defined by collaboration, trust, and learning and knowledge creation processes. They concluded that the cultural factors of an organization are crucial in effectively managing knowledge. This is similar to the viewpoint presented by Lee G.K. and Cole R.E.

, According to a study conducted in 2003, the Linux community's culture played a crucial role in regulating the practice of open sharing and ensuring

quality control. It was found that culture acted as a social control mechanism to manage and validate members of the community who deviated from norms. The ability to freely express criticism was identified as a fundamental aspect of the development process that facilitated the expansion of knowledge. In conclusion, it can be inferred that certain organizational values are associated with different types of knowledge management behavior and these behaviors lead to varying outcomes. Cultural values such as sharing, openness, and trust promote positive knowledge management behaviors like knowledge contribution and sharing, which in turn foster innovation and efficiency. Conversely, values that discourage sharing lead to dysfunctional knowledge management behaviors like information hoarding, resulting in undesirable inefficiencies.

Therefore, organizations should strive to promote and establish cultural values that align with their specific knowledge management goals. The following strategy highlights the correlation between organizational culture and knowledge sharing.

4. Conclusion - Discussion

This study has explored how organizational culture, as reflected in perceived organizational values, impacts knowledge management practices.

The text discusses various aspects of cognition in individuals and organizations. Firstly, it talks about the different ways cognition manifests in people and organizations. Secondly, it provides a detailed analysis of the importance of knowledge sharing within organizations. The third part examines how organizational culture contributes to creating an environment conducive to knowledge sharing among employees. The essay concludes that knowledge management is not simply about capturing, storing, and transferring information, but rather about interpreting and organizing information from multiple perspectives. It suggests that changing the organizational culture is key to gradually transforming the interaction between individuals, technologies, and techniques within an organization, as the organization's core competencies are deeply embedded in

its patterns of operation.

When the environment is dynamic and complex, it is often necessary for administrations to constantly generate, validate, and utilize new knowledge in their products, processes, and services to add value. Administrations can choose to use technologies or take an informal approach to knowledge management. However, in order to maintain a long-term competitive advantage, a company must find a balance between its technological and social systems. Technologies can enhance the efficiency of individuals and improve information flow within the organization, while social systems such as communities of practice enhance understanding by incorporating multiple perspectives on the information. Administrators must prioritize knowledge management in the organization and carefully consider and analyze the balance between the technological and social assets of the company.

Paying too much attention to individuals or technologies is not enough; rather, management needs to reexamine the interaction pattern between technologies, individuals, and the methods individuals use in utilizing these technologies. Only by changing the interaction pattern in their favor will managers be able to utilize knowledge for the competitive advantages of the organizations.