Sharing – transferring knowledge in companies

  • Darko M. Radosavljević University of Belgrade, Faculty of Tehnology and Metallurgy, Department of Social Sciences, Belgrade (Serbia)
Keywords: knowledge, types, models, sharing, industry

Abstract


Knowledge management is a manner in which an organization creates, maintains and shares knowledge. It constitutes an integral function of business operations in many companies that build their success by creating new knowledge, then distributing it within the organization and integrating it in new technologies and products. Understanding the idea of knowledge sharing appears as a key research area within a wide scope of research into transfer of technologies and innovations. The paper emphasizes the importance of knowledge and professionalism as key resources of enterprises and national economies. Moreover, it points to different types of knowledge and models of creating and using knowledge. By sharing – transferring knowledge, individual knowledge is transformed into organizational and contributes to improved performances of a company.

References

Arpaci, I., & Baloğlu, M. (2016). The impact of cultural collectivism on knowledge sharing among information technology majoring undergraduates. Computers in Human Behavior, 56, 65–71. doi: 1016/j.chb.2015.11.031
Blackler, F. (1995). Knowledge, knowledge work and organizations: An overview and interpretation. Organization studies, 16(6), 1021–1046. doi: 10.1177/017084069501600605
Fındikli, M. A., Yozgat, U., & Rofcanin, Y. (2015). Examining organizational innovation and knowledge management capacity the central role of strategic human resources practices (SHRPs). Procedia-Social and Behavioral Sciences, 181, 377–387. doi: 10.1016/j.sbspro.2015.04.900
Grubić Nešić, L. (2005). Human resource development or readiness for change. Novi Sad: AB Print. [In Serbian]
Jakšić, M. (2010). International Human Resource Management. Beograd: Čigoja štampa. [In Serbian]
Kuzu, Ö. H. & Özilhan, D. (2014). The effect of employee relationships and knowledge sharing on employees’ performance: An empirical research on service industry. ProcediaSocial and Behavioral Sciences, 109, 1370–1374. doi: 10.1016/j.sbspro.2013.12.639
Lam, A. (1998). Tacit Knowledge, Organisational Learning and Innovation: A Societal Perspective. University of Kent, Danish Research Unit for Industrial Dynamics. University of Kent.
Michailova, S., & Minbaeva, D. B. (2012). Organizational values and knowledge sharing in multinational corporations: The Danisco case. International Business Review, 21(1), 59–70. doi: 10.1016/j.ibusrev.2010.11.006
Mueller, J. (2014). A specific knowledge culture: Cultural antecedents for knowledge sharing between project teams. European Management Journal, 32(2), 190–202. doi: 10.1016/j.emj.2013.05.006
Navimipour, N. J., & Charband, Y. (2016). Knowledge sharing mechanisms and techniques in project teams: Literature review, classification, and current trends. Computers in Human Behavior, 62, 730–742. doi: 10.1016/j.chb.2016.05.003
Nonaka, I. & Takeuchi, H. (1995). The knowledge-creating company. New York: Oxford University Press.
Pokrajac, S. &Tomić, D. (2011). Management. Novi Sad: Alfa graf. [In Serbian]
Polanyi, M. (1962). Personal knowledge. Towards a post-critical philosophy. Chicago: Chicago University Press.
Šajeva, S. (2014). Encouraging knowledge sharing among employees: how reward matters. Procedia-Social and Behavioral Sciences, 156, 130–134. doi: 10.1016/j.sbspro.2014.11.134
Tangient LLC. (2011). From New Trends in Management. Available at https://newtrendsinmanagement.wikispaces.com/Five+Types+of+Organisational+Knowledge
Wang
, Z., Sharma, P. N., & Cao, J. (2016). From knowledge sharing to firm performance: A predictive model comparison. Journal of Business Research, 69(10), 4650–4658. doi: 10.1016/j.jbusres.2016.03.055

Published
2022/07/18
Section
Review scientific paper