Sharing is What We Do
(2009)Department of Business Administration
- Abstract
- Purpose: The study aims to investigate the knowledge sharing processes in a knowledge-intensive firm and to explore how organizational culture influences knowledge sharing. Methodology: The present study is qualitative, and the material is approached through interpretative reading. The richness of the results is further enhanced by critically analyzing the informants’ taken for granted understandings related to knowledge sharing processes, as well as the impact of language use and discursive acts. Theoretical perspectives: Relevant theory on knowledge sharing in organizations, the concept of knowledge itself, as well as organizational culture; altogether framed by focus on the knowledge-intensive field. Empirical foundation: The paper is... (More)
- Purpose: The study aims to investigate the knowledge sharing processes in a knowledge-intensive firm and to explore how organizational culture influences knowledge sharing. Methodology: The present study is qualitative, and the material is approached through interpretative reading. The richness of the results is further enhanced by critically analyzing the informants’ taken for granted understandings related to knowledge sharing processes, as well as the impact of language use and discursive acts. Theoretical perspectives: Relevant theory on knowledge sharing in organizations, the concept of knowledge itself, as well as organizational culture; altogether framed by focus on the knowledge-intensive field. Empirical foundation: The paper is based on a case study of a knowledge-intensive firm, with focus on knowledge sharing processes. The empirical material constitutes 13 semi-structured interviews with employees, including two middle-level managers. Additionally, a strategic document and information from the company’s web page is analyzed. Conclusion: We identified prevailing interest in efficient knowledge sharing, based on the dominant position of the young generation. Although the values for knowledge sharing are deeply embedded in the culture, some of the practices in place do not allow for exploiting at the fullest the available knowledge resources. A link was found between the purposes to become more efficient or more creative, and the self-initiative or responsive organizational knowledge sharing cultures. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/1437774
- author
- Pavlova, Kalina and Flakke, Ellen
- supervisor
- organization
- year
- 2009
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Knowledge Sharing, Organizational Culture, Knowledge, Knowledge-Intensive, Management of enterprises, Företagsledning, management
- language
- Swedish
- id
- 1437774
- date added to LUP
- 2009-06-01 00:00:00
- date last changed
- 2012-04-02 17:36:28
@misc{1437774,
abstract = {{Purpose: The study aims to investigate the knowledge sharing processes in a knowledge-intensive firm and to explore how organizational culture influences knowledge sharing. Methodology: The present study is qualitative, and the material is approached through interpretative reading. The richness of the results is further enhanced by critically analyzing the informants’ taken for granted understandings related to knowledge sharing processes, as well as the impact of language use and discursive acts. Theoretical perspectives: Relevant theory on knowledge sharing in organizations, the concept of knowledge itself, as well as organizational culture; altogether framed by focus on the knowledge-intensive field. Empirical foundation: The paper is based on a case study of a knowledge-intensive firm, with focus on knowledge sharing processes. The empirical material constitutes 13 semi-structured interviews with employees, including two middle-level managers. Additionally, a strategic document and information from the company’s web page is analyzed. Conclusion: We identified prevailing interest in efficient knowledge sharing, based on the dominant position of the young generation. Although the values for knowledge sharing are deeply embedded in the culture, some of the practices in place do not allow for exploiting at the fullest the available knowledge resources. A link was found between the purposes to become more efficient or more creative, and the self-initiative or responsive organizational knowledge sharing cultures.}},
author = {{Pavlova, Kalina and Flakke, Ellen}},
language = {{swe}},
note = {{Student Paper}},
title = {{Sharing is What We Do}},
year = {{2009}},
}