Bakgrund och problem: En introduktion till arbetsplatsen ger det första intrycket av situationen. Introduktionen innefattar de aktiviteter och processer som krävs för att kunna genomföra ett arbete (Arbetsmiljöverket, 2018), men även förvärvande av den sociala kunskapen och kompetens som krävs i arbetet (Benzinger, 2016). En tidigare studie av Arbetsmiljöverket (2018) visar att organisationer har bristande introduktioner av bemanningsanställda. Tidigare studier har fokuserat på de brister som finns i bemanningsanställdas arbetssituation hos organisationer. Studierna har visat att det finns bristande säkerhetsgenomgångar, arbetstrygghet, utvecklingsmöjligheter och socialt stöd för bemanningsanställda. Syfte och metod: Syftet med denna studien var att undersöka hur kunskapsöverföring och gemenskap kan påverka introduktionen av bemanningsanställda. Studien tar utgångspunkt i Knowledge Management, Knowledge Sharing, “medarbetarskapshjulet” samt inskolningskurvor. Dessa teorier har fungerat som perspektiv för att besvara studiens problemformulering. En fallstudie har genomförts med ett företag inom byggämnesindustrin. Totalt åtta stycken semistrukturerade intervjuer har genomförts med bemanningsanställda, introduktionsansvariga och produktionsledare. Respondenterna har praktisk erfarenhet av hur introduktionen utförs hos fallföretaget. Utöver intervjuer har det genomförts observationer, samt att företagets introduktionsplan har blivit granskad vilket har givit en bredare empirisk grund för denna studie. Resultat och slutsatser: Det empiriska materialet resulterade i att en utvecklad introduktionsplan till arbetsplatsen underlättade processen att lära sig arbetet och komma in i gruppen. Introduktionsplanen tydliggjorde vem som gör vad och vilken kunskap som krävs, vilket skapade både klarhet och trygghet för samtliga parter. En introduktionsansvarig skapade en känsla av socialt stöd och gör det enklare att komma in i arbetsgruppen. / Background and problem: An introduction to a workplace gives the first impression of the situation. The introduction includes activities and processes required to be able to fulfill the work (Arbetsmiljöverket, 2018), but also the acquisition of the social knowledge and skills required in the work (Benzinger, 2016). A former study made by Arbetsmiljöverket (2018) shows that organizations have inadequate introductions for temporary workers. Previous studies have been focused on the shortcomings of temporary workers work situation at organizations. The studies have shown that there are inadequate safety briefings, work security, development opportunities and social support for temporary workers. Aim and method: The purpose of this study was to examine how the transfer of knowledge and fellowship can influence the introduction for temporary workers. The study is based on Knowledge Management, Knowledge Sharing, “medarbetarskapshjulet” and introduction curves. These theories have served as perspectives for answering the study’s problem formulation. A case study were conducted with one company in the building material industry. A total of eight semi-structured interviews were conducted with temporary workers, introduction managers and production managers. The respondents have practical experience of how the introduction is carried out at the case company. In addition to the interviews, observations have been carried out and the company's introduction plan has been reviewed, which provided a broader empirical basis for this study. Results and conclusions: The empirical material resulted in that a developed introduction plan to a workplace facilitated the process of learning the work and getting into the group. The introduction plan clarified who does what and what knowledge that is required, which created both clarity and security for all parties. An introductory manager created a sense ofsocial support and makes it easier to get into the working group.

No contexto organizacional a importância do conhecimento é tema sobre o qual não há mais discussões. O conhecimento tem papel estratégico para a geração de produtos e serviços ou que atendam às constante mudanças de necessidades e desejos dos consumidores. Este conhecimento como tal, não está nas organizações, mas sim é parte dos sujeitos, das pessoas que as formam. Ainda que pareça algo óbvio, o translado do conhecimento do sujeito à organização é, na verdade, um desafio. Isto por que o conhecimento das pessoas não necessariamente está alinhado às necessidades da organização. Buscou-se com essa pesquisa identificar que recursos ou estratégias se podem utilizar para potencializar ações de compartilhamento, embasados nos processos de criação do conhecimento. Buscou-se também elucidar a divergência conceitual que existe entre transferência e compartilhamento do conhecimento, expressões muitas vezes confundidas na prática. Sendo o compartilhamento do conhecimento uma ação do sujeito dentro das organizações, foi necessário conhecer as principais barreiras que impedem tais ações. Estas barreiras podem estar relacionadas ao comportamento próprio do indivíduo ou acontecer em âmbito organizacional. Para a realização desta pesquisa, adotou-se como metodologia a pesquisa-ação, que possui como característica marcante a participação das pessoas envolvidas na pesquisa. Foi criada uma matriz de avaliação de recursos e estratégias de compartilhamento, baseada nas quatro etapas de conversão do conhecimento (SECI) e aplicada a um conjunto de recursos e estratégias identificados durante a pesquisa. Desta avaliação identificou-se um conjunto de recursos considerados transversais ao processo de criação do conhecimento. Assim, a conclusão que chegou-se é que, não necessariamente existe um recurso ou conjunto de recursos para uma que, não necessariamente existe um recurso ou conjunto de recursos para uma etapa específica do processo SECI. Antes podemos identificar recursos que, por suas características e categorias, podem ser adotados por todo o ciclo. / In the organizational context the importance of knowledge is an issue on which there is no further discussion. Knowledge has a strategic role for the generation of innovative products and services that meet or constant changes of necessities and desires of consumers. This knowledge as such, is not in the organizations, but is part of individuals. Although it might seem obvious, the transfer of the subject to the organization\'s knowledge is actually a challenge. This is because the knowledge of people is not necessarily aligned with the organization\'s needs. Sought with this research to identify what resources and strategies can be used to power sharing actions, based mainly in procesos of knowledge creation. We attempted to also elucidate the conceptual divergence that exists between transfer and sharing of knowledge, expressions often confused in practice and research by other authors. And knowledge sharing an action of the subject within the organization, it was necessary to know the main barriers that prevent such actions. These barriers may be related to the individual\'s own behavior or happen in organizational ambit. For this research, it adopted as methodology research-action, which has as its hallmark the participation of the people involved in the research. Created a resource assessment table and sharing strategies, based on the four conversion steps of knowledge (SECI) and applied to a set of resources and strategies identified during the search. This evaluation identified a set of features considered transverse to the knowledge creation process. Thus, the conclusion that was reached is that there is not necessarily a feature or set of features for a specific stage of the SECI process. Before we can identify resources that, by their characteristics and categories, can be adopted throughout the cycle.

Agile methods for software development have become popular, especially since the agile manifesto was written in 2001. Many positive effects have been found in organizations using agile methods, but also several dangers. Communication and collaboration in teams is often mentioned as something that works well with the methods, but interactions between teams are often lacking. Since agile teams are cross-functional and focused on products rather than specializations, knowledge becomes spread out in the organization. Within teams, different members often have different deep knowledge, but instead have a lot of knowledge about their products in common. This allows them to discuss knowledge related to the product well, but limits their possibility to discuss advanced topics and experiences regarding their deep knowledge or specialization within their team. These issues are important to consider when applying agile methods in organizations, and the research about the issues is quite thin.   In this research, I have taken an interpretive approach and carried out a case study at the development department of a medium-sized IT company providing large software systems for the healthcare industry, for which I have used the pseudonym MedTech. Three different teams have been studied through interviews with all members as well as observations of agile practices like daily meetings. Further, I have studied three different knowledge practices that MedTech uses to complement the creation and sharing of knowledge that happens in teams. These three complementary knowledge practices had different forms and handled knowledge in different ways. One was closely related to what literature often calls communities of practice, which are groups where members share an interest and interact to deepen their knowledge. In this practice at MedTech, meetings were used to discuss experiences and knowledge about topics within specific areas. Another was more focused on one-way communication through presentations and reading tips, spreading more basic knowledge to a wider audience. The third complementary knowledge practice let employees use 12 work hours every sixth week to do whatever they wanted that related to their knowledge, allowing them to e.g. explore new technologies and be creative or simply read up on some interesting topic.   My results show that agile teams support some sharing and creation of knowledge, especially through having members work closely to each other and share experiences, and through practising their skills in daily work, with help from each other when necessary. Like other research has shown, there was however a lack of practices for interactions between teams in the agile methods. Such interactions were crucial since I found teams to be comparable to theories about communities of knowing, where teams create strong perspectives, the sharing of which is important for utilization and creation of knowledge. The complementary knowledge practice that related to communities of practice was shown to be good for connecting employees with similar specializations, who would normally be separated in different teams. This allowed for creation and sharing of knowledge as individuals needed to explain their experiences and could combine knowledge from different members of the community. The other two complementary knowledge practices were shown to be good for increasing motivation to create and share knowledge, and showing that the organization valued the knowledge of individuals.

No contexto organizacional a importância do conhecimento é tema sobre o qual não há mais discussões. O conhecimento tem papel estratégico para a geração de produtos e serviços ou que atendam às constante mudanças de necessidades e desejos dos consumidores. Este conhecimento como tal, não está nas organizações, mas sim é parte dos sujeitos, das pessoas que as formam. Ainda que pareça algo óbvio, o translado do conhecimento do sujeito à organização é, na verdade, um desafio. Isto por que o conhecimento das pessoas não necessariamente está alinhado às necessidades da organização. Buscou-se com essa pesquisa identificar que recursos ou estratégias se podem utilizar para potencializar ações de compartilhamento, embasados nos processos de criação do conhecimento. Buscou-se também elucidar a divergência conceitual que existe entre transferência e compartilhamento do conhecimento, expressões muitas vezes confundidas na prática. Sendo o compartilhamento do conhecimento uma ação do sujeito dentro das organizações, foi necessário conhecer as principais barreiras que impedem tais ações. Estas barreiras podem estar relacionadas ao comportamento próprio do indivíduo ou acontecer em âmbito organizacional. Para a realização desta pesquisa, adotou-se como metodologia a pesquisa-ação, que possui como característica marcante a participação das pessoas envolvidas na pesquisa. Foi criada uma matriz de avaliação de recursos e estratégias de compartilhamento, baseada nas quatro etapas de conversão do conhecimento (SECI) e aplicada a um conjunto de recursos e estratégias identificados durante a pesquisa. Desta avaliação identificou-se um conjunto de recursos considerados transversais ao processo de criação do conhecimento. Assim, a conclusão que chegou-se é que, não necessariamente existe um recurso ou conjunto de recursos para uma que, não necessariamente existe um recurso ou conjunto de recursos para uma etapa específica do processo SECI. Antes podemos identificar recursos que, por suas características e categorias, podem ser adotados por todo o ciclo. / In the organizational context the importance of knowledge is an issue on which there is no further discussion. Knowledge has a strategic role for the generation of innovative products and services that meet or constant changes of necessities and desires of consumers. This knowledge as such, is not in the organizations, but is part of individuals. Although it might seem obvious, the transfer of the subject to the organization\'s knowledge is actually a challenge. This is because the knowledge of people is not necessarily aligned with the organization\'s needs. Sought with this research to identify what resources and strategies can be used to power sharing actions, based mainly in procesos of knowledge creation. We attempted to also elucidate the conceptual divergence that exists between transfer and sharing of knowledge, expressions often confused in practice and research by other authors. And knowledge sharing an action of the subject within the organization, it was necessary to know the main barriers that prevent such actions. These barriers may be related to the individual\'s own behavior or happen in organizational ambit. For this research, it adopted as methodology research-action, which has as its hallmark the participation of the people involved in the research. Created a resource assessment table and sharing strategies, based on the four conversion steps of knowledge (SECI) and applied to a set of resources and strategies identified during the search. This evaluation identified a set of features considered transverse to the knowledge creation process. Thus, the conclusion that was reached is that there is not necessarily a feature or set of features for a specific stage of the SECI process. Before we can identify resources that, by their characteristics and categories, can be adopted throughout the cycle.

”Jag tror ju att det mesta är vilja, vill du tillräckligt mycket då kan du alltid lära dig” - En kvalitativ studie om kunskapsdelningens förutsättningar i svensk tillverkningsindustri. Vår kandidatuppsats syftar till att bidra med ökad kunskap och förståelse om vilka förutsättningar och hinder som påverkar kunskapsdelningsprocessen.    Studiens teoretiska referensram baseras på teorier och tidigare forskning gällande kunskap som begrepp, förutsättningar och faktorer som påverkar kunskapsdelning samt Knowledge Management. Den teoretiska referensramen har utvecklats och omarbetats under studiens gång baserat på det empiriska materialet likt det abduktiva förhållningssättet. Metoden för studien var av kvalitativ karaktär med semi-strukturerande intervjuer som insamlingsmetod, där sex (6) av elva (11) anställda från en avdelning i den undersökta verksamheten deltog.   Studiens resultat visar att organisatoriska förutsättningar,  relationer samt organisationskulturen har påtaglig inverkan på möjligheterna att dela kunskap och i de fall förutsättningarna inte är gynnsamma hindras processen avsevärt. Studien visar på att kunskapsdelning tydligt påverkas av sociala faktorer kopplade till medarbetarnas relationer och att den interpersonella kontexten är av central betydelse. Vidare framkommer att avsaknad av Knowledge Management är ett tydligt hinder för kunskapsdelning vilket synliggör behovet av att kunskapsdelning leds genom ett aktivt Knowledge Management. / "I think most of it are will, if you want enough then you can always learn" - A qualitative study on the conditions of knowledge sharing in the Swedish manufacturing industry. Our bachelor's thesis aims to contribute with increased knowledge and understanding about the conditions and obstacles that affect the knowledge sharing process.  The theoretical frame of reference of the study is based on theories and previous research regarding knowledge as a concepts, conditions and factors that influence knowledge sharing and Knowledge Management. The theoretical frame of reference has been developed and revised during the study based on the empirical material similar to the abductive approach. The method of the study was of a qualitative nature with semi-structured interviews as a method of data-collection in which six (6) out of eleven (11) respondents from a department in the studied organization participated.  The results of the study show that organizational conditions, relationships, and organizational culture have a strong impact on the ability to share knowledge and in cases where the conditions are not favorable, the process is significantly hindered. The study shows that knowledge sharing is strongly influenced by social factors linked to employees' relationships and that the interpersonal context is of central importance. Furthermore, it emerges that the absence of Knowledge Management is a clear barrier to knowledge sharing, which highlights the need for knowledge sharing to be led through active Knowledge Management.

Contemporary organizations frequently employ projects to leverage work across organizational units, utilizing specialized knowledge from different niches of the organization to meet specific quality criteria in a defined time period, at a set cost. Project managers are integral to driving the success, often acting as hubs of knowledge both at the core within projects and towards the rest of an organization, as well as over time.       To realize this, project managers increasingly make use of technology to aid their knowledge sharing and drive digitalization in daily work, often with aspects of remote work to consider. To date little is known in how far a technology, and especially more recent technology, support this critical aspect of knowledge sharing as part of project management.              Thus, an interpretive qualitative approach was used to explore and interpret the ways in which a recent technology supports project managers’ knowledge sharing. Data were collected by means of semi-structured interviews with project managers who already use such a technology in their work, for which the 3 C’s approach of analysis was used to generate 6 concepts based on the data. The concepts were then reviewed in context of the research questions and the selected theoretical framework, including the informatics domain model by Beynon-Davies. Thus, a discussion of the findings in this context revealed that according to the project managers’ perceptions in the chosen research setting, such a technology largely enables knowledge sharing activities in the daily work, both presenting new opportunities to do so more efficiently as well as leading to more challenges. It seems that the introduction of, or increased used of, the technology is changing not only the modus of knowledge sharing but also individuals’ way of working with regards to knowledge sharing: what, when and how knowledge is shared. However, whether such a change is perceived as positive or negative by an individual project manager draws upon a range of factors such as technical proficiency, duration of use to date as well as personal preferences regarding structure and organization of their work.       That said, the technology is supporting the daily knowledge sharing activities of project managers in so far that those who have made a full transition to the technology, all employ it on a daily basis and in a range of knowledge sharing activities.

Enbart en liten del av forskningen berör kunskapsdelning i syfte att möta kompetensförsörjningsutmaningar utifrån en förändrad demografi, till följd av en åldrande befolkning. Således har denna kvalitativa studie syftat till att bidra med kunskap om hur en organisation, genom kunskapsdelning, kan ta vara på äldre medarbetares kunskap. För att besvara studiens syfte genomfördes sju semistrukturerade intervjuer med anställda inom en statlig organisation. Studiens titel belyser utmaningar för äldre medarbetare att dela kunskap och förmågor som förvärvats genom tidigare erfarenheter. Med inslag från empirisk fenomenologi, ett abduktivt tillvägagångssätt, tematisk analys samt inspiration från Ipes (2003) förutsättningar för kunskapsdelning, synliggjordes ytterligare en förutsättning för äldre medarbetare att dela kunskap; kartläggning av erfarenheter. Genom att kartlägga tidigare erfarenheter kan äldre medarbetares kunskap synliggöras, vilket kan bidra till upplevelsen av att deras kunskap tas vara på inom organisation. / Only a small part of the research concerns knowledge sharing to meet skills supply challenges based on a changing demographic, because of an aging population. Thus, this qualitative study has aimed to contribute with knowledge about how an organization, through knowledge sharing, can seize older employees’ knowledge. To answer the purpose of this study, seven semi-structured interviews were conducted with employees within state owned organization. The title of this study highlights challenges for older employees to share knowledge and abilities acquired through previous experiences. With influence of empirical phenomenology, an abductive approach, thematic analysis and inspiration from Ipe’s (2003) presuppositions for knowledge sharing, another presupposition for older employees to share knowledge was made visible, mapping of experiences. By mapping experiences, older employees’ knowledge can be made visible, which can contribute to the experience that their knowledge is being seized within the organization.

Strategic management of knowledge is considered one of the key factors for a sustainable competitive advantage. Knowledge sharing in particular is the most essential part of the knowledge management process. Its relation with the organisational culture has been the focus of attention of several studies especially in American, Asian and European companies. Firms are organising their work around project and project teams. Moreover, multinational project teams are seen as a source for knowledge generation. They can provide information about the needs of customers geographically dispersed, from different cultural backgrounds, who speak different languages and with different set of preferences. Nevertheless, the temporary nature, uniqueness, and complexity of international projects present their own set of challenges and companies need to work different in order to achieve project success. This study aims to analyse the organisational culture features that enhances or hinder the knowledge sharing process in multinational project teams working in Latin America. Although studies regarding the topic have been made before, they not provide empirical evidence or do not consider project teams working in a multinational environment. Furthermore, previous studies do not consider Latin American & Caribbean organisations, a region where foreign investment has continuously increased in the last decades and as a whole, is considered the third-fastest growing economy in the globe. A mixed approach is used to answer the research question, a deductive rationale to create a theoretical framework and an inductive approach to provide some theoretical propositions based on the findings. Seven semi-structured interviews were done to analyse two cross-sectional case studies. Our study identified several characteristics of organisational culture that influence knowledge sharing, some of them have a direct influence whereas others have an indirect influence. Speaking a different language and cultural differences are the main challenges faced by multinational project teams in order to enable knowledge sharing. Fear was also found to act as a barrier regarding the knowledge sharing process but is not specific only for this type of organisation. In contrast, trust in colleagues, positive relationships among employees and a culture of collaboration were found to enhance the knowledge sharing process but are not specific to multinational project teams.Finally, some managerial and theoretical implications are provided as well as suggestions for future research.

The field of knowledge sharing, especially within the context of ICT, is a fairly new field of study. This limits the extent to which research can be used to facilitate the practical application of KS and KM interventions. This study attempted to establish a standardised measuring instrument, which could be used to benchmark an organisation and organisational disciplines against industry peers. This study will assist organisations with the identification of intervention opportunities for implementing KM using ICT. The general organisational KT culture, its ICT proficiency and the factors which might constrain the effective transfer and management of knowledge were assessed and identified. / MBA, North-West University, Potchefstroom Campus, 2015

The field of knowledge sharing, especially within the context of ICT, is a fairly new field of study. This limits the extent to which research can be used to facilitate the practical application of KS and KM interventions. This study attempted to establish a standardised measuring instrument, which could be used to benchmark an organisation and organisational disciplines against industry peers. This study will assist organisations with the identification of intervention opportunities for implementing KM using ICT. The general organisational KT culture, its ICT proficiency and the factors which might constrain the effective transfer and management of knowledge were assessed and identified. / MBA, North-West University, Potchefstroom Campus, 2015