Senior executives occupy central positions within organizations, and as such their leadership has significant impact on the outcomes of their companies, which is linked to the strategic fit between the knowledge management strategy, intellectual capital and the organizational culture. The purpose of this study is therefore to increase the understanding of how senior executives and their leadership in knowledge intense firms influence knowledge management processes and activities within their organizations. Utilizing an abductive approach on a multiple-case qualitative study of four knowledge intense firms, this study describes and explains the role senior executives and their leadership plays in the interconnected areas of knowledge management strategy, HR-strategy and knowledge sharing culture. The results of the study showed a lack of an articulated knowledge management strategy within the firms, and that utilization of knowledge management processes and activities primarily occurs operationally in common practice rather than derived from a specific central strategy. This resulted in a partial alignment with the HR-strategy with limited implementation of incentives and rewards to promote knowledge sharing within the companies. The senior executives´ leadership involvement was mainly concerned with role-modelling, adopting the role of learning enablers. However, this study suggests an overlooked importance of coaching/mentoring leadership in knowledge management processes on a senior level. The outcomes of this study provide empirical contribution and theoretical implications to existing research, and may be useful to organizations or companies in the development of knowledge management strategies and leadership development on a senior level, to facilitate an effective use of knowledge in their organizations.

Converting individual knowledge into organizational knowledge can be difficult because individuals refuse to share knowledge for a number of different reasons. Creating an atmosphere of fairness plays an important role in the creation of a knowledge-sharing climate. This dissertation proposes that perceptions of organizational justice are crucial building blocks of that environment, leading to knowledge sharing. Data was collected using a field survey of IT managers representing a broad spectrum of the population in terms of organizational size and industry classification. The survey instrument was developed based on the adaptation of previously validated scales in addition to new items where no existing measures were found. Hypotheses regarding the influence of distributional, procedural, and interactional justice on knowledge sharing processes were tested using structural equation modeling techniques. Based on the theory of reasoned action, which states that attitudes and subjective norms are the major determinants of a person's intention, the hypotheses examining the relationship between attitude toward knowledge sharing, subjective norm and the intention to share knowledge were supported. However, results did not support the hypothesis exploring the relationship between the organizational climate and the intention to share knowledge. The results show that all three types of justice constructs are statistically significant antecedents of organizational climate and interactional justice is an antecedent of an attitude toward knowledge sharing. The study attempts to merge streams of research from sociology and organizational behavior by investigating organizational justice and knowledge management. It contributes to theory by the development of the survey instrument, comprised of seven constructs that were developed by incorporating multiple theories to address various aspects of knowledge sharing and provide application to practice and research. It is relevant to IT managers who need to know how to design information systems that are most effective in distributing knowledge throughout organizations.

Key to achieving more effective machine intelligence is the capability to generalise knowledge across different contexts. In this thesis, we develop a new and very general perspective on knowledge sharing that unifi es and generalises many existing methodologies, while being practically effective, simple to implement, and opening up new problem settings. Knowledge sharing across tasks and domains has conventionally been studied disparately. We fi rst introduce the concept of a semantic descriptor and a flexible neural network approach to knowledge sharing that together unify multi-task/multi-domain learning, and encompass various classic and recent multi-domain learning (MDL) and multi-task learning (MTL) algorithms as special cases. We next generalise this framework from single-output to multi-output problems and from shallow to deep models. To achieve this, we establish the equivalence between classic tensor decomposition methods, and specifi c neural network architectures. This makes it possible to implement our framework within modern deep learning stacks. We present both explicit low-rank, and trace norm regularisation solutions. From a practical perspective, we also explore a new problem setting of zero-shot domain adaptation (ZSDA) where a model can be calibrated solely based on some abstract information of a new domain, e.g., some metadata like the capture device of photos, without collecting or labelling the data.

The current socio-economic and political challenges, globalisation, introduction of information technology and competition with private firms are challenging the way governments operate. In recent years, the UAE Government have thus invested heavily in the innovative projects to achieve the UAE vison 2021, which is to become one of the most innovative governments globally. Developing a better understanding of how innovation happens in governments appears to be gaining increased traction among policy makers and researchers alike. This study examined the relationship between Transformational leadership (TL), Innovation process (INN) and Knowledge sharing (KS) within public sector organisation the case of the UAE Ministry of Interior (MoI). There are several models of innovation available, however, most of them are based on product innovation and derived from private sector experiences. Moreover, there is a lack of models linking transformational leadership, knowledge sharing, and innovation within public organisation of developing countries in general and the UAE in particular The main research objective is to investigate the impact of the four main components of transformational leadership on knowledge sharing and innovation process within the public sector organisation, and the impact of knowledge sharing on the innovation process. To achieve the research objectives, a positivist paradigm is used throughout the research process. Using deductive approach, ten hypotheses were tested in the MoI context. Respondents no. The survey was administered to employees of the ministry of Interior as a method of data collection. Applying SPSS 23 and AMOS 23, the data was analysed and a structural model was developed, which can be serve as a predictive model for workplace innovation. Paragraph3 The findings of this research reveal that inspirational motivation (IM) has non-significant influence on the innovation process within the MoI, while the other three components of transformational leadership were found to have a significant influence on innovation process. Similarly, inspirational motivation (IM), and idealised influence (IF) were found to have non-significant influence on knowledge sharing. In addition, knowledge sharing (KS) was significantly associated with the innovation process. Finally, demographic variables specifically position and level of education were found to have a significant difference in terms of the respondents' views towards the innovation process within the MoI. This study contributes to the field of organizational innovation in public sector as the outcome of the research provides a specific framework for the conditions and needs of the public sector organisation. The study contributes to the theory by providing new insights into the factors that influence innovation process in the MoI. The study identifies four factors that directly and indirectly affect innovation process; these factors based on the degree of their importance are IC, IS, KS and IF. Moreover, the study contributes to the knowledge by investigating the mediating role of knowledge sharing in supporting the relationship between transformational leadership and innovation process. Finally, one major contribution of this study is the development of a 33-item instrument which measures factors affecting innovation process, particularly in the context of public sector of the UAE. From a practical perspective, MoI leaders trying to implement innovation can use the final model and set of recommendations provided to implement innovation effectively.

Communities of practice have been used as a way of sharing practice and developing knowledge. The End of Life Care Education Consortium was formed by three hospice education departments in the West Midlands, United Kingdom, with the support of the Strategic Health Authority, to provide education programmes for healthcare professionals in palliative care. As the Consortium worked collaboratively, I wanted to explore whether there was potential for it to evolve into a community of practice and whether there was scope for communities of practice being utilised in end of life care settings to share and develop practice. The literature review revealed there were no articles written on communities of practice in palliative care settings and demonstrated that the workplace is an important area for learning as new staff learn from more experienced members of the workforce. Communities of practice can be used for experienced staff to learn from each other and share practice with others from outside the community. Case study research was used to explore whether the Consortium had the potential to evolve into a community of practice and if its members learnt from each other. Members of the Consortium were interviewed using semi-structured interviews, documents including my research diary, reports and notes from meetings were also used as data. Although the findings showed that the Consortium was not functioning as a community of practice it did have the key characteristics of one and there is potential for hospices to form communities of practice to enable staff to share practice and support each other. The findings demonstrated that for a community of practice to be successful it requires the support of management to allow staff to take part in community activities, seen as an important part of the organisation’s culture and there needs to be leadership to enable the community to develop. Journal clubs, clinical supervision and multidisciplinary meetings are already in place and these could be ways of healthcare professionals sharing knowledge and learning together. The Nursing and Midwifery Council (2015) state that all nurses and midwives are required to revalidate every three years to enable them to practise as registered nurses; one of my recommendations is that communities of practice could be used to keep staff updated. Inviting healthcare professionals from outside the hospice to take part in community activities would enable knowledge to flow in and out therefore enhancing patient care.

This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed. / Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change. / Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.

With the change in the economic structures of Western industrialised countries and the shift of traditional industries towards knowledge and services in recent decades the challenge to stay competitive in increasingly globalised culturally diverse markets continues to be a priority for organisations. Of central importance is the need to acknowledge, utilise and share the diversity of employees' knowledge, particularly tacit knowledge that is ethnically influenced, a resource that is enormously rich yet overlooked, undervalued and under-utilised in the employment market. This PhD dissertation focuses on the implications of the knowledge era for how organisations manage their culturally diverse workforce. The purpose of the research is to explore the organisational strategies required for Australian businesses to support and encourage the development and sharing of knowledge between employees of different cultural and ethnic backgrounds. Arising from an extensive review of the literature on both Diversity and Knowledge Management, a framework for a holistic Diversity Knowledge Management/Sharing (D-KM/S) Strategy was developed. This framework identified the need for organisations to develop a productive diversity management model that consists of a number of elements including a two-way communication strategy, training in cultural intelligence (CQ) and the development of opportunities for social networking through Communities of Practice. A four-phased process for the organisational journey towards a holistic D-KM/S Strategy was proposed. An initial audit of several Australian organisations recognised for their award-winning diversity management strategies confirmed the validity of this framework. The framework was then used to underpin the qualitative interpretive case study of three of the organisations that had been part of the initial audit to determine to what extent these organisations had succeeded in progressing through these phases towards the final holistic D-KM/S Strategy. In so doing, the candidate also focused on the role of the Human Resources Department (traditionally responsible for implementing diversity policy within organisations) in implementing a more holistic approach. From a comparison of the findings from the primary research the candidate concluded that while each organisation had progressed through several of the phases towards a holistic D-KM/S Strategy, they differed in their progress and none had as yet achieved the final phase. The study did identify two additional elements that require further research which relate to the potential of Information Technology to provide opportunities for social networking, and the potential of 'narrative' to be used to share culturally influenced stories. The research concludes that the organisational strategies required for Australian businesses to support and encourage the development and sharing of knowledge between employees of different cultural and ethnic backgrounds includes: first, a productive diversity strategy that acknowledges both the explicit and tacit knowledge that a multicultural workforce brings to an organisation; and, second, processes that embed two-way communication opportunities for employees and managers, training in CQ for an increased number of managers and employees, greater support for social networking opportunities through Communities of Practice (supported by Information Technology tools), and encouragement of opportunities for employees to share cultural narratives. In addition, the thesis proposed an increased role for the Human Resources Department (working closely with line managers) in the achievement of a holistic D-KM/S Strategy.

Doctor of Philosophy / An organisation’s knowledge base is a valuable asset that serves as a source of sustainable competitive advantage for the firm. Organisations have become increasingly reliant on the application of knowledge work and the contributions of professionals to the creation of valued organisational knowledge. Implicitly, the literature has assumed permanency in the employment relationship between professionals and organisations and focused on issues such as organisational identification and commitment, and extra-role behaviours of professionals as impacting on their knowledge sharing behaviours. However, the nature of professional or expert employment has become more transient. There has been a marked increase in the use of professionals in contractual roles where the association with the organisation is often temporary and contingent. But the organisational implications of such practices remain largely unexplored. In particular, there is a dearth of research examining the impact of contract professionals on knowledge flows within the firm and on their motivations to participate in knowledge sharing within organisations. This dissertation addresses this gap in the literature. This study examines the knowledge sharing practices of contract professionals in contemporary organisations. Conceptualising knowledge as socially situated and constructed, this qualitative study examines professionals employed as contractors in two large organisations: a large bank and an insurance company; and, based on in-depth semi-structured interviews with contractors and managers, considers why and how professionals engaged as contractors choose to share what they know with the contracting organisation. Engaging with research literatures from knowledge management, professional identity, newer career forms, and psychological contracts, the study generates a typology of contract professionals that suggest distinct knowledge sharing orientations. The study constructs three categories of contractors: Free Agents, Specialists and Consultants, identifies factors that influence and inhibit the knowledge sharing motivations of these categories of contractors and provides recommendations for a more holistic knowledge management strategy for organisations utilising contract professionals. The findings from this doctoral research show how identity work can have practical implications for knowledge management. For example, by exploring the dynamics of professional identity and image construction, the research shows how identity and image influences both the contractor’s knowledge sharing behaviours and the organisation’s knowledge management strategies. Exploring new areas of professional contingent work, this research aims to make a significant contribution to the understanding of knowledge sharing, professional identity and the management of contract professionals within organisations.

In this era emphasizing the knowledge economy, corporate survival has been paid special attention following the financial depression. For the corporate under the era of knowledge economy, competitive advantages are from knowledge sharing and organizational innovation. More recently, literature has emerged that offers findings about social capital as a complete concept to explore its influences and functions. In this study, we seek to address the three dimensions, namely relationship, trust, and norms of the internal social capital in the context of Chinese culture and further explore the interactive relationships and influences among them. Using the structure equation model, we use data collected 385 knowledge workers from the high-tech, financial and medical industries of Taiwan. The findings show that (1) relationship has positive influences on norms and trust; (2) the relationship, norms, and trust have positive influences on knowledge sharing; (3) the internal social capital has positive influences on organizational innovation; (4) knowledge sharing has a positive influence on organizational innovation; (5) knowledge sharing has partial mediating effects on social capital and organizational innovation. Furthermore, we proposed a theoretical model of relationship, norms, and trust for future research. These findings could be useful in academic field and practical applications.

The goal of this study is to describe and analyse the knowledge management and sharing in a project team. The brief results of the study showed that the investigated project team at Ericsson manages knowledge gained from their project within knowledge management systems. However, the practices used by the project team in order to manage knowledge have risks of inefficiency. The major shortcomings in project knowledge management were noticed in knowledge presentation, validation and distribution process. The main source for sharing knowledge within the project team is through project meetings before, during and after the completion of project apart from Scrum meetings, communities of practice, and pair programming. Additionally, the project specific factors showed their potential to really influence the knowledge sharing within the project team.