Knowledge Sharing in Practice

by Huysman, Marleen; De Wit, Dirk; Wit, Dirk De

• ISBN13: 9781402005848
• ISBN10: 1402005849
• Format: Hardcover
• Copyright: 2002-04-01
• Publisher: Kluwer Academic Pub

Summary

In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them. This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.

Table of Contents

Preface	ix
Introduction	1	(10)
Introduction	1	(1)
Management of knowledge-sharing	2	(1)
This book's contribution	3	(2)
Which companies are involved?	5	(2)
Where are the limitations?	7	(1)
What does the book look like?	8	(3)
Part 1 Theoretical background	11	(34)
Theories on Managing Knowledge	13	(14)
Introduction	13	(1)
Background	14	(3)
Knowledge management and ICT	17	(2)
Knowledge management	19	(4)
Knowledge management as a technique	20	(1)
Knowledge as a process	21	(1)
Knowledge as intellectual capital	22	(1)
Towards an alternative approach to managing knowledge	23	(2)
Summary	25	(2)
Organizational learning	27	(18)
Introduction	27	(1)
The theoretical approach of organizational learning	28	(5)
The process of institutionalizing knowledge	33	(6)
Internalization: acquiring organizational knowledge	35	(1)
Externalization: reuse or renewal	36	(1)
Objectification	37	(2)
Three types of knowledge-sharing	39	(2)
Information and Communication Technology (ICT)	41	(2)
Summary	43	(2)
Part 2 Practices of knowledge-sharing	45	(80)
Knowledge acquisition: Knowledge-sharing with the organization as the knowledge provider	47	(20)
Introduction	47	(2)
Knowledge acquisition in practice	48	(1)
Postbank Savings: knowledge-sharing within a call centre	49	(4)
The knowledge initiative	51	(1)
Experiences	52	(1)
National Netherlands: knowledge database plus personal networks	53	(5)
The knowledge initiative	54	(2)
Experiences	56	(2)
The Railpocket, the mobile knowledge system of the Railways	58	(3)
The knowledge initiative	60	(1)
Experiences	61	(1)
Discussion: the organization as knowledge provider	61	(4)
Summary	65	(2)
Knowledge reuse: Knowledge-sharing with the individual as the knowledge provider	67	(28)
Introduction	67	(2)
Knowledge reuse in practice	68	(1)
Strategy-driven knowledge-sharing: Amsterdam Airport Schiphol	69	(3)
The knowledge initiative	69	(2)
Experiences	71	(1)
ING Barings: knowledge sharing between countries	72	(3)
The knowledge initiative	72	(1)
Experiences	73	(2)
Cap Gemini's mixed networks	75	(7)
The knowledge initiative	78	(3)
Experiences	81	(1)
Knowledge-sharing and knowledge measurement at IBM	82	(5)
The knowledge initiative	83	(2)
Experiences	85	(2)
Discussion: the individual as knowledge provider	87	(6)
Summary	93	(2)
Knowledge development: Communities as knowledge providers	95	(30)
Introduction	95	(1)
Communities as platforms for knowledge development	96	(4)
The technology	99	(1)
Knowledge development via working groups at Stork	100	(6)
The knowledge initiative	101	(3)
Experiences	104	(2)
Knowledge development via workshops at Unilever Research	106	(6)
The knowledge initiative	108	(1)
Experiences	109	(3)
Knowledge development via digital platforms at the Ministry of Housing, Spatial Planning and the Environment	112	(6)
The knowledge initiative	113	(3)
Experiences	116	(2)
Discussion: the community as knowledge provider	118	(4)
Summary	122	(3)
Part 3 A critical analysis	125	(54)
The management trap	127	(14)
Introduction	127	(1)
Proactive management	128	(3)
Knowledge-sharing from a management perspective	131	(2)
Psychological obstacles to exchanging knowledge	133	(2)
Fighting the management trap: increase the need for knowledge-sharing	135	(5)
Summary	140	(1)
The Individual Learning trap	141	(10)
Introduction	141	(1)
The practice of learning within and by organizations	142	(3)
Fight the learning trap: Stimulate collective involvement	145	(4)
Summary	149	(2)
The ICT trap	151	(10)
Introduction	151	(1)
ICT determinism	151	(5)
Avoid the ICT trap: prevent ICT determinism	156	(3)
Summary	159	(2)
Epilogue	161	(18)
Introduction	161	(1)
Towards the second wave of knowledge management	162	(12)
Knowledge-sharing as a routine	163	(2)
Care in managing knowledge-sharing	165	(1)
Social capital and Communities of Practice	166	(3)
Objectifying local knowledge	169	(2)
New role of ICT	171	(3)
Recommendations for managing knowledge-sharing	174	(5)
References	179	(8)
Index	187	(4)
Endnotes	191