Managerial Practices for Knowledge Sharing in Organizations.

International Journal of Research and Innovation in Social Science (IJRISS) | Volume VI, Issue III, March 2022 | ISSN 2454–6186

Managerial Practices for Knowledge Sharing in Organizations.

Dr. Samuel Mwachiro Mwawasi,
Department of Business Management and Economics, Pwani University,
P.O.Box, 195-80108, Kilifi-Kenya

Abstract: In today’s organizations managers are increasingly becoming aware that the proper use of knowledge can be a source of sustainable competitive advantage. While it is true that organizations try to attract the best personnel in terms of skill and experience, these skills do not automatically translate to increased efficiency, productivity and sustainable competitive advantage. Research has shown that worldwide organizations lose up to $10 billion due to lack of knowledge sharing. [1].Drawing from secondary sources of data the roles of individual, managerial and contextual factors in facilitating or impeding knowledge sharing has been analyzed. The benefits of knowledge sharing include improved organizational productivity, development of new strategic capabilities, better customer service, development of new knowledge, improved job satisfaction to the employees and job security among others [5], [6],[8], [4].The individual, managerial and contextual factors hindering knowledge sharing have been identified by,[5-6], [9], [4], [10], and others. These can be mitigated through better managerial practices for the benefits of knowledge sharing to be realised.

Key Words: Knowledge sharing, Organizational Culture, Task Structure.

I. INTRODUCTION

Knowledge is increasingly being recognized as an important factor which significantly contributes to a firm attaining sustainable competitive advantage. Both public and private sector firms are investing substantial amounts of time and resources in order to build their knowledge base and utilize it to offer value added goods and services to their customers. While it is true that knowledge if properly utilized can leverage a firm’s performance, the full benefits of knowledge have not been tapped by organizations in both public and private sectors. This situation is true because managers in these firms spend a lot of time creating knowledge systems, practices, and cultures in ways that do dot unleash employee’s potentials. The result is skill hoarding, frustration, inadequate performance, loss of customer value and increased employee turnover. Worldwide, it is estimated that companies lose up to, $10 billion annually due to failure to share knowledge. (Brown, 2019[1]. It is therefore my view that firms can achieve great advantages if managers recognised the contribution of knowledge sharing to employee job satisfaction, innovation, motivation, and customer value added and improved organizational performance. This paper sets out to highlight the managerial practices required for effective knowledge sharing, the challenges expected, and the benefits of knowledge sharing practices in the organization.
1.1) Objectives of The Study
1) To identify the factors influencing knowledge sharing in organizations.
2) To identify the benefits of knowledge sharing in organizations.
3) To highlight the leadership practices necessary for effective knowledge sharing
4) To identify the role of management in knowledge sharing in organizations.
1.3) Materials and Methods
The study relies on various secondary data sources such as books and journals. Extensive literature review is carried out to establish the relationships that exist between the variables under investigation. Multidisciplinary research approach has been used to draw conclusions based on analysis of literature.
1.3.1 Theoretical Framework
To understand the relationship between managerial practices and knowledge sharing, this paper uses the following theories;
A) Absorptive Capacity Theory
This theory was developed by Cohen & Levinthal(1989,1990).Absorptive capacity is the Organizations ability to recognize the value of new external knowledge, assimilate it and apply it to commercial ends i.e. to achieve its goals. To engage in Knowledge sharing, organizations must collect knowledge from different sources. Absorbing new knowledge allows the organization to be more creative, innovative and flexible. For organizations to benefit from knowledge managers need to understand the processes of knowledge acquisition and exploitation. This theory shows that organizations need to develop capacities at different levels to benefit from knowledge. At the initial stage, organizations must develop the capacity to acquire external knowledge resources deemed valuable for internal operations. Secondly, organizations must develop assimilation capacity i.e. develop routines and processes that enable them to interpret, understand and diffuse knowledge. Thirdly, organizations should develop transmission capability, i.e the ability to internalize and recognize assimilated knowledge within the existing knowledge base. Fourthly, Exploitation capabilities, i.e, the ability to refine, extend or leverage existing competencies and or building new competencies through adding new knowledge. When these processes are not adequately understood, it is impossible for managers to create the right conditions that allow knowledge sharing in organizations.

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