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The impact of knowledge sharing on organizational learning and effectiveness

The impact of knowledge sharing on organizational learning and effectiveness Purpose – The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness. Design/methodology/approach – The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts. Findings – Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness. Practical implications – The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning. Originality/value – This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

The impact of knowledge sharing on organizational learning and effectiveness

Journal of Knowledge Management , Volume 11 (2): 8 – Apr 10, 2007

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References (32)

Publisher
Emerald Publishing
Copyright
Copyright © 2007 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270710738933
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this study is to empirically investigate the extent to which knowledge sharing and organizational learning affect organizational effectiveness. Design/methodology/approach – The research samples have been drawn from all levels of employees in the organizational hierarchy of international tourist hotels in Taiwan. The questionnaires were distributed to 1,200 participants across nine international tourist hotels in Taiwan. These hotels are globally managed or franchised by international groups of hotels and resorts. Findings – Of 499 usable questionnaires, the results suggest that knowledge sharing would facilitate the transformation of collective individual knowledge to organizational knowledge without the existence of orphaned knowledge and knowledge depreciation. Furthermore, this would result in the advancement of organizational learning and eventually, the enrichment of organizational effectiveness. Practical implications – The more individual intellectual capital is transferred to organizational assets, the greater the degree of strength of organizational capabilities will become. If organizations do not implant mechanisms for storing that all employees collectively learn, effects are not enduring. There would furthermore be a limited contribution to organizational learning. Originality/value – This study contributes to KM literature that suffers from a paucity of research on the empirical examination of this subject.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Apr 10, 2007

Keywords: Knowledge sharing; Organizational effectiveness; Learning organizations; Taiwan

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