This study examined factors that might impact student knowledge sharing within virtual teams through online discussion boards. These factors included: trust, mutual influence, conflict, leadership, and cohesion. A path model was developed to determine whether relationships exist among knowledge sharing from asynchronous group discussion and the above five factors. In addition, this study examined if there are any relationships between quality and quantity of knowledge sharing and students' grades. A correlation design was conducted to discover if there are any relationships among these five factors and knowledge sharing within virtual teams. Participants in this study were 148 undergraduate students from two classes in the Health Services Administration program in the College of Health and Public Affairs. The two classes were asynchronous online courses and both instructors used virtual teaming in their online courses. Online interaction occurred via online discussion boards, email, and online chat rooms. The results indicate that mutual influence and team cohesion are two major factors that directly affect knowledge sharing within virtual teams. Conflict mediates the relationship between trust and knowledge sharing. Leadership was also found to have a strong relationship with team cohesion, which then had a relationship with knowledge sharing. As far as the relationship between quality and quantity of knowledge sharing and the student's grade, it was found that there is relationship between the quantity of knowledge sharing and students' grades, however, no significant relationship exists between quality of knowledge sharing and students' grades. The implications of this research for use of virtual teams in online distance education are also discussed.

Governments and society are looking, increasingly, to specialist organisations such as social enterprises to address complex social problems, leading to a rise in their numbers. These organisations regularly access difficult to reach, disadvantaged and disenfranchised communities and tend to be smaller in size and turnover than for-profit commercial organisations and typically more resource limited. The growth in corporate social responsibility and individual citizenship has helped to redress this limitation with essential altruistic resource donations from these external agencies to supplement traditional sources of support. Social media is the obvious medium for social enterprises to acquire knowledge and resources to support their social agendas. Following a sequential mixed methods design, a model is developed to appraise the impact of the various contributions from social media networks on social value creation. This model is predicated on the extant literature, mostly on for-profit organisations, contextualised and a questionnaire developed to represent social entrepreneurship from interviews with social enterprises in the UK. Data is collected from two hundred and thirty-one UK based social enterprises whose mission is to provide social value for their target populations. The model is validated for factors that lead from knowledge sharing due to social media networking to concomitant increases in social provision by fitting to these data. Findings demonstrate that social media use leads to increases in social value creation through knowledge sharing. The novel construct of enhanced organisational performance is shown as seminal in enabling shared knowledge gained from social media to be converted into increased social value.

In knowledge economy, organizational knowledge is considered to be a critical strategic resource which may help the organization to achieve competitive advantage; therefore, knowledge sharing, as one of the knowledge management processes, attracts the attention of both researchers and practitioners. Knowledge sharing may bring many benefits such as personal development for the employees and knowledge accumulation for the organization. However, at the same time it is very challenging because employees may be very mobile, too occupied to engage in knowledge sharing, or just unwilling to share their valuable knowledge. Nevertheless, although many organizations have started to invest heavily in various knowledge sharing mechanisms, quite often these processes are not effective because various organizational and individual factors impede the usage of those mechanisms. This study seeks to increase the understanding of how and which of such factors affect knowledge sharing in voluntary project-based organizations. Ten in-depth interviews have been conducted with the project managers in AIESEC, the largest international student organization, in order to find out what KS mechanisms they use, and what enables or hinders KS in this organization. It was found that in this organization KS takes place at all organizational levels, and the most popular KS mechanisms are documents and social interaction. Various documents include planning and tracking tools, proposals for sponsors, budget spread-sheets, feedback forms from participants and companies, and reports about functional areas. Social interaction comprises individual and group meetings, including trainings, coaching or mentoring, conversations over the phone and software Skype, discussions in conferences and communication in social groups online. So there is a balance between the KS mechanisms used to personalize and codify knowledge. However, the individualized KS mechanisms dominate on the individualization- institutionalization dimension. Also AIESEC members share all types of knowledge: tacit and explicit, individual and collective. Factors affecting KS can be categorized in 5 groups: Organizational context, Interpersonal and Team characteristics, Cultural characteristics, Individual characteristics, and Motivational factors. As KS in AIESEC takes place quite intensively, not surprisingly more KS facilitators were identified. The most significant ones in each group are as follows: the organizational culture and structure; diversity and strong social ties; willingness to help, and structure and exactness; self-efficiency and personal characteristics such as talkativeness, open-mindedness, empathy, motivation, responsibility and ambitiousness; perceived personal benefits, interpersonal trust, and organizational commitment. The few factors identified that might impede KS in AIESEC are the lack of time, lack of KS regulation and some negative cultural attitudes.

People who have better relationship and help each other in an organization will be helpful to an organization, because they will have higher sharing willingness. Knowledge is not like the tangible products that we¡¦ll lose them if we share them with other people. In contrast, we can enhance the value of knowledge by sharing. Because human resource strategy is relative to everyone in an organization, and knowledge-oriented culture and knowledge sharing obstructions will also effect the knowledge sharing willingness, this thesis focus on the relationship among human resource strategy, knowledge-oriented culture, knowledge sharing obstructions, and knowledge sharing willingness. I use inducement strategy, investment strategy, and involvement strategy addressed by Dyer & Holder (1988) as foundation to analyze the difference of these strategies in knowledge sharing willingness. And I use eight characteristics of knowledge-oriented culture addressed by Wu (2001) as a moderator between human resource strategies and knowledge sharing willingness. Moreover, I also summarize knowledge sharing obstructions from literature and use factor analysis to divide many obstructions into four types to understand the relationship between sharing obstructions and knowledge sharing willingness. The four types are obstruction of interaction and development, obstruction of resource providing, obstruction of self satisfaction, and obstruction of communication. The samples are employees and managers of human resource department. After statistic analyzing, the results are summarize as following: 1¡BIn human resource strategies, inducement strategy has more influence on knowledge sharing willingness than investment strategy. 2¡BIn knowledge-oriented culture, higher degree of professionalism and openness, initiative of learning, experience sharing, and relationship and harmony will help involvement strategy to cause higher knowledge sharing willingness. 3¡BIn knowledge sharing obstructions, obstructions of cooperation and development, resource providing, and self motivation will influence knowledge sharing willingness. And obstruction of self motivation has stronger influence. 4¡BHuman resource strategies and knowledge sharing obstructions a.Using inducement strategy will cause fewer obstructions of cooperation and development, resource providing, self motivation, and communication. b.Using investment strategy will cause fewer obstructions of cooperation and development and resource providing. 5¡BKnowledge sharing obstructions and the interaction of human resource strategies and personal and organizational characteristics a.When using involvement strategy, people with longer seniority will cause fewer obstructions of resource providing. b.When using inducement strategy, high-tech enterprises will cause higher obstruction of communication. c.When using involvement strategy, foreign enterprise and joint venture will cause higher obstruction of communication. According to the conclusion, this thesis proposes some ideas and recommendations to relative authorities and following researches.

This master thesis is the qualitative research with a question whether principles Web 2.0 when implemented, could bring change to organizational knowledge process and influence barriers to knowledge sharing. Nowadays all the constantly growing companies present on the international market has their offices in many countries, separated not only by distance, but also by culture and working hours. This working style brings a lot of benefits to them on local markets, but it also brings some troubles and challenges in terms of management of whole enterprise. The obligatoriness of managing the tacit knowledge sharing is becoming more considerable, because companies face with a problem to bridge the knowledge gap between more experienced employees and new ones. The discussion about how to collect that knowledge and transfer it is still open. This case is sensible for big firms with departments which consult other employees, which are the main focus of this study. In this study there researched and found factors that influence social learning and knowledge sharing in the view of enterprise companies. Research found strong and weak sides of the currently implemented knowledge sharing systems at all and from the point of view of enterprise companies. This research used the qualitative research method as there is the need of exact understanding of how implementing of this system can improve work processes or what discomfort it can bring. In the analysis chapter factors that have direct influence on social knowledge sharing was found and analyzed. In discussion chapter suggestions to the company for further developing and improving present situation was provided.

Millions of American employees are eligible to retire through 2026, which may contribute to lowered organizational performance stemming from the resultant void in knowledge. Increasing knowledge sharing (KS) among organizational members may improve employee efficiency and company performance, and therefore may be of value to wholesale distribution leaders. Although researchers have suggested that sense of self-worth, subjective norms, and attitudes influence employees' inclinations to share knowledge, researchers have not analyzed the relationships between a subset of predictor variables and KS intentions in wholesale distribution organizations. The purpose of this correlational study, grounded in the theory of planned behavior, was to assess the relationship between employees' sense of self-worth, subjective norms, attitudes, and personal intentions to share knowledge with other organizational members. A purposive sample of 82 employees from Northeastern United States wholesale distribution organizations involved in enterprise resource planning implementations completed a survey to examine the propensity for KS. The analysis of the data using multiple linear regression indicated the model was adequate to predict employees' KS intentions. The results of the study further indicated that subjective norms and attitudes were significantly related to personal inclinations to share knowledge. These findings may hold positive social change implications as astute knowledge management can provide for greater employee job security and a more financially secure community. These findings may also be of value to leaders in proactively implementing KS strategies of retiring and other employees in the quest for continued business growth and performance.

This investigative case study of how barriers to knowledge sharing manifest at the Swedish subsidiary of the global consulting firm WSP, seeks to bridge the theory-practice gap in the knowledge management literature. The investigation focused on Practice Area Networks, or PANs, which are global information and communication networks at WSP, and the extent to which these are utilized by junior and senior consultants. The method mainly relies on semi-structured interviews, where 20 interviews were held with different consultants from all business areas. Additionally, a survey with 375 respondents from across all Swedish WSP offices was conducted as well as an on-site investigation at the Stockholm office which included several discussions with different managers. The results from the investigation reveal that despite a prolific enthusiasm for knowledge sharing across WSP Sweden, barriers nevertheless manifest in both a preference for the status quo and through employees’ internal communication problems. Consequently, PANs are not readily adopted but instead an approximate quarter of consultants are both aware of PAN and active users. Since employee knowledge is amongst the most valuable assets of a consulting firm, three propositions for future research were formulated concerning the barriers to knowledge sharing.

There is problematic flow of Knowledge among rice farmers in Ghana, which constitutes one of the critical challenges that is face in rice production in country. Effective knowledge sharing, therefore, offers great potential for addressing the challenges of rice production in Ghana. The current study explores the knowledge sharing practices among rice farmers in the Eastern Region of Ghana in order to develop strategies to enhance knowledge sharing. The study was underpinned by the pragmatic paradigm where concurrent triangulation mixed-method design was used for the study. Data was gathered with survey and interviews. A total sample of 110 was used; involving 101 survey respondents and 9 interview participants. The survey data was analyse descriptively using Statistical Package for the Social Sciences (SPSS), version 26. The interview finding was analysed using thematic analysis. Findings revealed informal and elementary knowledge sharing practices among the rice farmers, which are mostly face-to-face. The study suggests coherent and structured strategy for knowledge sharing. It established that a successful implementation of knowledge sharing would depend on identifying and linking knowledge sharing enablers to tools and technologies. The proposed strategies would not only improve knowledge sharing among rice farmers in Ghana and add to the body of knowledge. The findings of the study may also be adopted by rice farming communities in other African countries whose rice farming context is similar to the context in Ghana. / Information Science / Ph. D. (Information Science)

This qualitative study is of the interpretivist nature and it aims to examine how knowledge workers perceive their interaction with a knowledge management system when used for knowledge sharing purposes. The purpose is to offer answers to two research questions: How do knowledge workers perceive their interaction with knowledge management technology in relation to knowledge sharing? What are the benefits and challenges that knowledge workers experience in relation to knowledge managing and sharing when using a KMS system? The data was collected by applying qualitative research methods and by conducting five interviews with participants of an IT organization that has its head office in Sweden, but additional offices in other geographical locations. To be able to study the participants´ perception and the benefits of the use on both local and international levels, the interviewees were chosen from different sites in which their organization was operating. To provide the answers to these questions and to establish the foundation of this research, an extensive literature review on the problem area was carried out, and a theoretical framework has been employed to study the different aspects of this model in the context of knowledge management systems in relation to knowledge sharing among knowledge workers. As a result, additional derived attributes came from the findings and it is shown that users tend to relate knowledge quality with the completeness, frequency of update, and validity of the knowledge content that they are exposed to in the KMS. Similarly, they relate KMS quality to administrability and maintenance easiness, whereas organizational service providing quality in relation to knowledge sharing is more related to the aspects of organizational commitment and reliability. Moreover, the findings show that participants relate their intention to use the KMS to the attributes of convenience and practicality, and the levels of user satisfaction were in this case mainly related to the user´s perception of usefulness. Lastly, the perception of the benefits and reciprocal value-creating for both the organization and the individual was examined and the findings show that the users tend to relate these to the aspect of relevance, or in other words that the benefits are only perceived as useful by the user if they are identifiable, respectively the user being aware of the benefits and perceiving them as relevant.

Many organizations have realized the importance of managing what they know in a proper way, with the sharing of knowledge as one of the most central aspects. However, the practices of knowledge sharing are seldom fully understood, and thus implementations of technical systems intended to improve knowledge sharing have less effect than expected. This master's thesis project identifies that the case company – the well-known, Swedish telecom giant Ericsson – suffers some potential knowledge gaps regarding its knowledge sharing practices, and the project thus serves the purpose to identify how and why employees indulge in sharing, with emphasis on the informal and employee-driven knowledge sharing.  To understand and find ways to improve the knowledge sharing practices, the thesis project performs a case study in the rapidly expanding Ericsson Cloud RAN project. The qualitative approach of Multi-Grounded Theory is used, to focus on the perceived situation as described by the employees, with previous research as a second grounding-point. The qualitative data is collected through literature analysis, semi-structured interviews, and exploration of the digital platforms and tools internally used to share and document knowledge. The research identifies that the Cloud RAN project needs improvements of the knowledge sharing culture, and create a norm to reuse the documented knowledge. In spite of this, many employees appreciate shared knowledge and contribute to the common good of knowledge. A joy in helping others, personal benefits, and contributions to a greater good drive many employees to share. On the flipside are barriers such as a high bar for contributions from a technical point of view, and a risk of limited reuse of knowledge. As reuse is key to make use of knowledge sharing, the master's thesis report contains identified mechanisms realized in mock-up versions of tools and websites. There, emphasis is put on the importance of having proper tools and access to a contact network to navigate the documented knowledge. Summarized, the findings suggest to utilize the enthusiasm for knowledge sharing among employees for a supportive role, to champion a refined culture and lower the bar to contribute. Frequent reminders of available tools and the impact of sharing what is known in a good way, alongside creating awareness of the direction of the organization, can create company-wide awareness and motivations for improving knowledge sharing.