Optimizing Knowledge-Work Through Personal Knowledge Management (original) (raw)
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Motivations of employees’ knowledge sharing behaviors: A self-determination perspective
Information and Organization, 2015
Prior studies on knowledge-sharing motivations mostly concentrate on discussing motivation in terms of level or amount, and thus, discussions regarding the quality of motivations, in terms of their levels of autonomy, are scarce. Additionally, while researchers have addressed the significant relationships among different types of motivations, there is still controversy concerning these relationships in a knowledge-sharing context. With reference to self-determination theory, this study examines a model that depicts the influence of various types of motivations on employees' knowledge sharing behaviors (KSBs). Based on the data collected from 259 employees in 34 organizations, hard reward, soft reward, and altruism for organizational benefits are significant influencing factors of KSBs, while altruism for personal satisfaction is not. Additionally, soft reward has a significant positive effect on both altruism for organizational benefits and altruism for personal satisfaction. The theoretical and practical implications and suggestions for future research are discussed.
Personal Knowledge Management Individual, Organizational and Social Perspectives
Individuals need to survive and grow in changing and sometimes turbulent organizational environments, while organizations and societies want individuals to have the knowledge, skills and abilities that will enable them to prosper and thrive. Personal Knowledge Management (PKM) is a means of coping with complex environmental changes and developments: it is a form of sophisticated career and life management. Personal Knowledge Management is an evolving concept that focuses on the importance of individual growth and learning as much as on the technology and management processes traditionally associated with organizational knowledge management. This book looks at the emergence of PKM from a multi-disciplinary perspective, and its contributors reflect the diverse fields of study that touch upon it. Relatively little research or major conceptual development has so far been focused on PKM, but already significant questions are being asked, such as 'is there an inherent conflict between personal and organizational knowledge management and how best do we harmonize individual and organizational goals?' This book will inform, stimulate and challenge every reader. By delving both deeply and broadly into its subject, the distinguished authors help all those concerned with 'knowledge work' and 'knowledge workers' to see how PKM supports and affects individuals, organizations and society as a whole; to better understand the concepts involved and to benefit from relevant research in this important area.
The objective of this study was to understand how organizational knowledge governance mechanisms affect individual motivation, opportunity, and the ability to share knowledge (MOA framework), and further, how individual knowledge-sharing conditions affect actual knowledge sharing behaviour. The study followed the knowledge governance approach and a micro-foundations perspective to develop a theoretical model and hypotheses, which could explain the casual relationships between knowledge governance mechanisms, individual knowledge sharing conditions and individual knowledge sharing behaviour. The quantitative research strategy and multivariate data analysis techniques (SEM) were used in the hypotheses testing with a survey dataset of 256 employees from eleven military schools of Finnish Defence Forces (FDF).
Individual Knowledge Sharing Behavior in Organizations
Americas Conference on Information Systems, 2011
Knowledge management is one of the most important research streams in IS research since knowledge is being seen as a vital and significant strategic organizational resource that can influence the competitive advantages of the organization. Organizations have been trying to understand how knowledge is created, shared, and used within the organization as they need to capitalize on the knowledge they possess. Knowledge exists and is shared at different levels (individual, group, and organization level) in organizations. This paper reviews existing literature in this area and presents a framework that identifies factors that most significantly influence knowledge sharing between individuals in organizations.
Information and Knowledge Management, 2015
Knowledge sharing behavior has been acknowledged as a vital element in knowledge management in an organization. Baby boomers are the individuals within the organizations who recognized the importance of knowledge management for the success of their day to day organization function. Past studies have shown that individuals are still not interested to participate in knowledge sharing. The purpose of this review is to discuss the impact of self-determination factors toward knowledge sharing behavior among baby boomers in the public sector. A rigorous review of literature regarding knowledge sharing behaviour was undertaken. This review unveiled the preliminary self-determination conceptual framework which suggests a relationship among knowledge sharing behavior and four other individual factors. These factors are personality traits, intrinsic motivation, emotional intelligence, and sense of belonging. The outcome of this review is expected to provide the insights on the moderating effect of perceived organizational support which will be part of the main study.
Exploring the Relationships among Individual Knowledge Management Outcomes
Proceedings of the 41st Annual Hawaii International Conference on System Sciences (HICSS 2008), 2008
In knowledge work, it is the individual worker's innovations and performance that make organizations more productive. Previous HICSS discussions have focused on defining knowledge management success at the organizational or project level [20], but largely ignored the factors that define knowledge management success for the individual knowledge worker. This exploratory work proposes a model of the relationships among individual knowledge management outcomes such as conceptual knowledge, contextual knowledge, operational knowledge, innovation, and performance. The model is tested using a sample of 252 knowledge workers. The results suggest that conceptual knowledge enhances operational and contextual knowledge. Contextual knowledge also improves operational knowledge. Contextual knowledge is the key predictor of innovations that, along with operational knowledge, enhance work performance. The results provide a model for defining and measuring knowledge management success (outcomes) at the individual level.
Exploring the Relationships among Individual Knowledge Management Outcomes (PDF)
2008
In knowledge work, it is the individual worker's innovations and performance that make organizations more productive. Previous HICSS discussions have focused on defining knowledge management success at the organizational or project level [20], but largely ignored the factors that define knowledge management success for the individual knowledge worker. This exploratory work proposes a model of the relationships among individual knowledge management outcomes such as conceptual knowledge, contextual knowledge, operational knowledge, innovation, and performance. The model is tested using a sample of 252 knowledge workers. The results suggest that conceptual knowledge enhances operational and contextual knowledge. Contextual knowledge also improves operational knowledge. Contextual knowledge is the key predictor of innovations that, along with operational knowledge, enhance work performance. The results provide a model for defining and measuring knowledge management success (outcomes) at the individual level.
Managing Personal Knowledge: Understanding the Knowledge Expert
Individual knowledge workers have their own way in managing personal knowledge. Despite the fact that new knowledge may be required by referring to a knowledge expert, knowledge workers within an organisation still find difficulties in searching and locating knowledge resources and experts within their own firm. With the rise of personal knowledge management trend among knowledge workers, researches have been done to understand how individuals manage their personal knowledge. The purpose of this paper is to understand the knowledge expert’s personal knowledge management, in order to propose a framework for modeling software agent in mediating the processes involved. The methods in this study starts with literature survey and review on managing personal knowledge, and a related term mostly found in literature – personal knowledge management (PKM). This is followed by a study and analysis on the activities of knowledge experts when they manage their personal knowledge, from which some hypotheses are drawn up to be quantitatively and/or qualitatively proven. A conceptual model for a non-agent mediated PKM is drawn as a result of this study, to prepare the base for applying a human-agent collaborative framework in further research. The discussion in this study concludes the aspect found in the findings, where location-based mediation and role-based mediation of software agents are to be developed in further research.
EMPOWERED EMPLOYEES'KNOWLEDGE SHARING BEHAVIOR
sobiad.org
Knowledge is a critical organizational resource and in order to gain a sustainable competitive advantage, organizations must in some ways rely on their employees because knowledge sharing is the main activity through which employees can contribute to knowledge application, innovation, and consequently the competitive advantage of the organization.