Knowledge sharing in a human resource community of practice.

摘要

Past research and anecdotal evidence have shown that knowledge workers can provide organizations with a competitive advantage. Yet many knowledge management projects end without achieving stated goals, in part because of an inadequate understanding of how knowledge is shared. The purpose of this study was to explore how ten members of a large retail organization's human resource department perceive their knowledge-sharing experiences. Grounded in the hermeneutical phenomenology of Heidegger and Gadamer, a case study was completed. Data were collected from participant interviews, and content analysis was completed using thematic coding to reveal common themes. Three major knowledge-sharing themes emerged: openness as a knowledge-sharing enabler, a personal construct of trust, and a preferred oral tradition. Specifically, the department's senior manager enabled knowledge sharing by adopting openness and combining it with personal reflection. Translating a rich oral tradition to an online collaborative environment, however, proved to be difficult. This is especially important, since finding ways to reinforce the use of oral tradition to share knowledge is critical as more and more organizations depend upon virtual teams. For managers looking to gain the potential advantages offered by knowledge workers, the results of this study reinforce the need to establish a management model embodying the elements of openness and trust. Enabling knowledge sharing and oral tradition through technology requires additional research to determine the best method of fostering collaboration. From a social perceptive, the use of this model and development of supporting technology could increase organization performance and improve employee satisfaction.