Overcoming Knowledge Sharing Barriers through Communities of Practice

Overcoming Knowledge Sharing Barriers through Communities of Practice
Author :
Publisher : Cambridge Scholars Publishing
Total Pages : 197
Release :
ISBN-10 : 9781443820967
ISBN-13 : 1443820962
Rating : 4/5 (67 Downloads)

Book Synopsis Overcoming Knowledge Sharing Barriers through Communities of Practice by : Raffaele Filieri

Download or read book Overcoming Knowledge Sharing Barriers through Communities of Practice written by Raffaele Filieri and published by Cambridge Scholars Publishing. This book was released on 2010-03-08 with total page 197 pages. Available in PDF, EPUB and Kindle. Book excerpt: Managing knowledge for improving the efficiency and effectiveness of processes and for accelerating innovations is widely recognized as a major source of sustained competitive advantage. The growing importance of knowledge sharing has fostered the development of a growing body of research in different disciplinary areas and in different sectors. The analyses of the barriers that obstruct knowledge flows are paramount for improving organizational performance. The researcher has analyzed the literature on this argument and he has found that knowledge sharing barriers can be grouped into three main macro-dimensions: socio-psychological, technological and organizational. The author has analyzed the predicting power of the barriers that make knowledge sharing ineffective and the subsequent relationship with new product development performance in a big automotive R & D supplier. Raffaele Filieri adopts both qualitative and quantitative methods in an innovative way. The regression analysis and the analysis of a firms’ proprietary process were used to measure the strength of knowledge sharing barriers on knowledge sharing efficacy and new product development performance. The social network analysis was used to map the intra-firm knowledge sharing network and to identify and to solve organizational problems. Through social network analysis, the researcher has obtained a better understanding of the informal work in the organization, showing how effectively engineers and scientists work, and how they structured their knowledge sharing networks. The recognition of a hidden network of collaboration has several implications; one of these is the creation of a community of practice for solving the problems previously identified.


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