Knowledge‐sharing enablers and barriers in pharmaceutical research and development

Knowledge‐sharing enablers and barriers in pharmaceutical research and development Purpose – Because selling innovative products is crucial to its livelihood, the pharmaceutical industry has a fundamental need to share knowledge to stimulate the process of knowledge creation. This study seeks to explore knowledge‐sharing enablers and barriers in pharmaceutical R&D. Design/methodology/approach – A case study was carried out in a pharmaceutical company in Denmark. R&D professionals were asked to identify organizational enablers and barriers to knowledge sharing. Their accounts were processed as text during workshops. Data were condensed thematically. The analysis was combined with the conceptualization of tacit and explicit knowledge as proposed by Nonaka and Takeuchi. Findings – The research shows that R&D professionals have different views and practices regarding engaging in knowledge sharing. This reveals that knowledge sharing is multi‐faceted and that one standard for R&D professionals does not exist. The enablers identified recognized the use of tacit knowledge. The existence of enablers and barriers with oppositional influence on knowledge‐sharing practices is evident. Furthermore, synergy is identified in the knowledge‐sharing enablers provided that the settings fostering personal closeness to colleagues are stimulated. Physical proximity to colleagues therefore has obvious influence on knowledge‐sharing practices. Research limitations/implications – This study was based on a single case study. The extent to which the findings can be generalized to other industries is unknown. Practical implications – The findings have implications for R&D managers who must be aware of these professional diversities in order to enhance knowledge‐sharing practices. Attention should also be given to the synergies hidden in knowledge‐sharing enablers. Originality/value – Focused implementation of enablers will increase knowledge‐sharing practices and minimize barriers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Knowledge‐sharing enablers and barriers in pharmaceutical research and development

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673271111108693
Publisher site
See Article on Publisher Site

Abstract

Purpose – Because selling innovative products is crucial to its livelihood, the pharmaceutical industry has a fundamental need to share knowledge to stimulate the process of knowledge creation. This study seeks to explore knowledge‐sharing enablers and barriers in pharmaceutical R&D. Design/methodology/approach – A case study was carried out in a pharmaceutical company in Denmark. R&D professionals were asked to identify organizational enablers and barriers to knowledge sharing. Their accounts were processed as text during workshops. Data were condensed thematically. The analysis was combined with the conceptualization of tacit and explicit knowledge as proposed by Nonaka and Takeuchi. Findings – The research shows that R&D professionals have different views and practices regarding engaging in knowledge sharing. This reveals that knowledge sharing is multi‐faceted and that one standard for R&D professionals does not exist. The enablers identified recognized the use of tacit knowledge. The existence of enablers and barriers with oppositional influence on knowledge‐sharing practices is evident. Furthermore, synergy is identified in the knowledge‐sharing enablers provided that the settings fostering personal closeness to colleagues are stimulated. Physical proximity to colleagues therefore has obvious influence on knowledge‐sharing practices. Research limitations/implications – This study was based on a single case study. The extent to which the findings can be generalized to other industries is unknown. Practical implications – The findings have implications for R&D managers who must be aware of these professional diversities in order to enhance knowledge‐sharing practices. Attention should also be given to the synergies hidden in knowledge‐sharing enablers. Originality/value – Focused implementation of enablers will increase knowledge‐sharing practices and minimize barriers.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Feb 22, 2011

Keywords: Knowledge management; Pharmaceuticals industry; Research and development; Case studies; Quality; Research

References

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