Disabling the context for knowledge work: the role of managers' behaviours

摘要

Purpose - The purpose of this paper is to analyse issues that prevent knowledge sharing inrnorganisations.rnDesign/methodology/approach - The paper contains content analysis of 691 free text commentsrnabout the climate for knowledge sharing provided by 848 employees, primarily knowledge workers, inrn92 business units and departments.rnFindings - The paper finds that two main issues that prevent knowledge sharing are the attitudes ofrnthe nearest supervisor and a lack of context-building information. Apathetic managers, who do notrnactively encourage business/organisational information, and hypocritical managers, who do not "walkrnthe talk", are the main management behaviours that prevent knowledge sharing according to theirrnsubordinates in the sample. The study also suggests that a lack of organisational context-buildingrninformation and knowledge impacts the context negatively and makes knowledge workers less pronernto share knowledge also in their work groups.rnResearch limitations/implications - The sample is too small to draw conclusions valid beyondrnthe sample organisations. Respondents in the sample are primarily non-managers in Europe andrnAustralia. Context-building knowledge and information have been largely ignored in the knowledgernsharing literature. Also, non-managers tend not to be targeted as respondents in studies on knowledgernsharing. The study suggests that managers' apathy should be considered a disabling behaviour withrnregard to context.rnPractical implications - The silo walls in organisations are built of apathy. Few managers activelyrnprevent or resist sharing of knowledge. However, knowledge sharing requires enabling managementrnbehaviours. Sharing business/organisational information not related to tasks communicates priorityrnand provides context necessary also for sharing in the work groups.rnOriginality/value - The paper provides useful information on issues that prevent knowledgernsharing in organisations.