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Knowledge Management

Knowledge Management

Salman Iqbal, Hayati Abdul Jalal, Paul Toulson, David Tweed
Copyright: © 2012 |Pages: 18
ISBN13: 9781466608948|ISBN10: 1466608943|EISBN13: 9781466608955
DOI: 10.4018/978-1-4666-0894-8.ch004
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MLA

Iqbal, Salman, et al. "Knowledge Management." Collaboration and the Semantic Web: Social Networks, Knowledge Networks, and Knowledge Resources, edited by Stefan Brüggemann and Claudia d’Amato, IGI Global, 2012, pp. 64-81. https://doi.org/10.4018/978-1-4666-0894-8.ch004

APA

Iqbal, S., Jalal, H. A., Toulson, P., & Tweed, D. (2012). Knowledge Management. In S. Brüggemann & C. d’Amato (Eds.), Collaboration and the Semantic Web: Social Networks, Knowledge Networks, and Knowledge Resources (pp. 64-81). IGI Global. https://doi.org/10.4018/978-1-4666-0894-8.ch004

Chicago

Iqbal, Salman, et al. "Knowledge Management." In Collaboration and the Semantic Web: Social Networks, Knowledge Networks, and Knowledge Resources, edited by Stefan Brüggemann and Claudia d’Amato, 64-81. Hershey, PA: IGI Global, 2012. https://doi.org/10.4018/978-1-4666-0894-8.ch004

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Abstract

Organisational culture plays an important role for enabling the process of knowledge sharing. Organisational culture is not only reflected in the visible aspects of organization such as structure, mission, and objectives, it is also embedded in the behaviour of people. The purpose of this chapter is to close research gaps present in knowledge sharing success by examining the linkages between employees’ knowledge-sharing through collaboration, perceived values of involvement, trustworthiness, and formal recognition. The research data was collected by using simple random sampling techniques from a population of knowledge workers in Malaysian IT organisations. The findings highlight the importance of organisational culture for successful knowledge sharing within organisations. The results of factor analysis show the emergence of four new cultural values extant in the Malaysian context. These values are involvement, trustworthiness, formal recognition, and independence. Successful knowledge sharing is significantly related to the perceived value of involvement, trustworthiness, and formal recognition. This chapter will be beneficial for researchers, practitioners, scholars, and organisations (leaders and employees); it will also be helpful for those interested in organisational structure and relationships across organisations in knowledge contexts.

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