Online K Sharing Final

8/7/2019 Online K Sharing Final

http://slidepdf.com/reader/full/online-k-sharing-final 1/14

Members:

Janakiraman Santhosh Kumar

Ahamed Iqbal

Archana KC

Peng Li

Understanding Knowledge-Sharing in OnlineCommunities of Practice



� Knowledge Critical organizational source

� Need to leverage and share to maximizevalue

� Purpose of the paper

± Promote the understanding

± Discusses trends & Role of OLC

Introduction



� Perceived Usefulness of KM system

� Trust factor� Proximity of K Sharing to career

advancement

� Sense of Community

� Perceived Value congruence

Agenda



� Tangible resources no longer source of

Competitive advantage� Overemphasis of role of IT

� Lack of consideration of Cultural &Motivational factors

� Need of the hour Combine Social & IS

Developments in KM



� IS focus Core business process, critical

data� KM focus beyond day to day activities

� KM needs to effectively harness IS tomaximize value of Knowledge base

� Challenge transit from information toexperiential knowledge

KM in love with IS



� COP group informally bound by shared

expertise and passion� Based on intrinsic value the member

brings

� Characteristics

± High level of trust & shared behavioralnorms

± Mutual respect & reciprocity

± Direct link to creation & sharing of

COPs & OLCs



� Transfer of resource from source to

recipient� K sharing means K is generated in

recipient and not the same in I sharing

� Conversation effective conduit for K

sharing ± Common context facilitates tacit K

transfer

± Conversation creates new cards dontbother to reshuffle

Knowledge Sharing



Your own sub headline

Templates

Factors AffectingKnowledge

Sharing

Organizational

Structure

Technical

Infrastructure

Trust

Career

Advancement

Sense of

Community

Value

Congruence



Organization Structure

Organization's challenge to spread new

knowledge

Organization's challenge to spread new

knowledge

Level 1

Level 2

Level 3

Level n

Top

Management

Best

Practices

Knowledge

Flow to all

levels

Challenge in new Knowledge Flow



Centralized, bureaucratic management

style stifles creation of new knowledge

Centralized, bureaucratic management

style stifles creation of new knowledge


Centralized Organization Structure

Executive Office

Line ManagementStaff Function

Country X Country Y Country Z



Flexible and decentralized structureencourages k sharing particularly TACITKnowledge.

Flexible and decentralized structureencourages k sharing particularly TACITKnowledge.


Centralized Organization Structure

Executive Office

Country X Country Y Country Z

Hypothesis 1: The less hierarchical the

organizations structure, greater the instances of K



Technical Infrastructure

�IT facilitates collaborativework & enable KT

�Inability to transfer TacitKnowledge� Two Aspects of Systems Use

�Easy usage and valuable

content motivates K sharing�Perceived usefulness of ITsystem.

A Process

H1: The greater the ease of use of a knowledge-sharing system, the greater ones

use of the system for knowledge sharing.

H1: The greater the ease of use of a knowledge-sharing system, the greater ones

use of the system for knowledge sharing.

H2: The greater the perceived usefulness of the knowledge-sharing system, the

greater a users participation in knowledge sharing.

H2: The greater the perceived usefulness of the knowledge-sharing system, the

greater a users participation in knowledge sharing.



� Trust in a much debated construct (Krammer & Tyler 1996)

Trust

Trust

In theirOpenness &

Honesty

In their

intensions &

Concerns

In their

Reliability

In their

Competence



Trust

3 Dimensions

Benevolence

Competence

Integrity

Documents

Online K Sharing Final