This research considers one of the most important of resources - knowledge. There is a widespread view that knowledge is important to organizations and this has led to the study of knowledge management. There are a plethora of definitions of knowledge and knowledge management, but knowledge sharing is recognised as being of fundamental importance. The literature shows the success of knowledge sharing is not only affected by factors including culture, management, technology, processes and structure but, more importantly, it is affected by how these factors interact and fit together. However there is little literature on alignment or strategic fit in knowledge sharing. This research adds to the literature by investigating the enablers and constraints of knowledge sharing and the possible effects of alignment. An interpretive approach using case studies triangulated with a survey is adopted, involving semi-structured interviews with 23 people across five organizations. The findings suggest that significant top management support and a strategy for knowledge sharing are necessary precursors of effective knowledge sharing. In the organizations which lacked this, there is little to encourage people to share and almost none of these organizations measured well on any aspect of knowledge sharing. There are widely varying uses of technology, but many are aimed at sharing data or information. Fewer uses of technology are geared to enabling or encouraging the communication necessary for knowledge sharing. The lack of senior management support may prevent any significant internal or external alignment so a possible approach to strategic fit for knowledge sharing is that strategy has to come first (and the management support that goes with it) and that this should lead to the embedding of the necessary behaviours for knowledge sharing. Only after this are processes and technology able to support knowledge sharing.

Sustainable development (SD) is a pressing global issue that is becoming increasingly prominent on clients and governing bodies agendas. In order to survive, organisations are seeking ways to negate their detrimental environmental impacts. This is no easy feat: SD is both complex and dynamic. To be successful, organisations need to leverage and expand their most valuable asset – knowledge. Civil engineering plays a significant role in SD – it shapes our environment and governs our interaction with it. However, extant research asserts that civil engineering related disciplines have been slow to adopt SD oriented practices; a possible result of their complex and fragmented organisational environments. The literature suggests that effective knowledge sharing (KS) can overcome these barriers, thus driving enhanced SD performance. Consequently, this research aims to investigate how the civil engineering sector can improve its intra-organisational sharing of SD knowledge, using an international civil engineering consultancy as an exemplar. Whilst there has been much research surrounding KS and SD there has been limited research that has investigated KS for SD, thus this thesis contributes to this limited body of knowledge. Mixed-method research was used to address the abovementioned aim. An increasingly popular approach, it is widely believed to generate greater value through complementary integration of quantitative and qualitative research paradigms. This approach lends itself also to the ethnographic inclinations of the reported research: the author was embedded within the case organisation, and sought a rich and reliable understanding of the study phenomena. An initial set of semi-structured interviews suggested that the case organisation’s members exhibit positive attitudes towards KS and SD, yet are often constrained by a number of common KS barriers, namely: a lack of organisation slack (i.e. time); a silo mentality; and poor SD ICT systems. These socio-cultural and technical barriers were subsequently investigated and contested using social network analysis techniques and an intranet acceptance model. A number of observations are made on the relationships between the findings from the research activities. It is believed the organisation often exhibits a reactive approach to KS for SD, which is deemed undesirable. This signals the need for greater senior management support to cultivate a culture where KS for SD is the norm and is integrated with work practices. A series of recommendations are provided to help the case organisation understand how such change could be cultivated. Several implications follow from this work. The mixed-method approach revealed a number of contradictions between the findings of each research activity. It is therefore postulated that mixed-method designs can provide a richer understanding, thus reducing misconceptions of KS phenomena. Following from this, the research contends that it may be too easy for researchers to identify with ubiquitous KS barriers as the reported research suggests that these may be perceived rather than actual. The research also reinforces the need for senior management support. These individuals govern the systems in which organisational members operate and thus have the ability to enhance KS for SD. Finally, the research demonstrates that SD ICT systems have little impact unless they are embedded in receptive contexts. Thus, an action research approach to KS system development is advocated to ensure systems are shaped to meet user expectations and drive desired KS behaviours. This research is presented in five peer-reviewed articles.

Knowledge is often tacit and "sticky", i.e. highly context-specific and therefore costly to transfer to a different setting. This paper examines the methods used by firms to facilitate cross-site knowledge sharing by "thinning" knowledge, that is, by stripping knowledge of its contextual richness. An interview-based study of cross-site knowledge sharing in three industries (consulting, industrial materials, and high-tech products) indicated that highly developed knowledge-sharing systems do not necessarily involve extensive codification and recombination of personalized knowledge. Many multinational firms evidently conceive their knowledge-sharing systems with more modest objectives in mind than any large-scale "learning spirals" featuring iterative conversion of personalized knowledge into codified knowledge and vice-versa. A typology of knowledge-thinning systems was derived by interpreting the field study results from the perspective of knowledge-thinning methods used in earlier eras of history. The typology encompasses topographical, statistical and diagrammatic knowledge-thinning systems. (authors' abstract)

Knowledge sharing and information security have become well-established concepts in academia and within organisations. Knowledge sharing aims to encourage individuals to share tacit and explicit knowledge with colleagues and stakeholders, yet on the other hand, information security initiatives aim to apply controls and restrictions to the knowledge that can be shared and how it can be shared, where the primary focus is usually on protecting explicit knowledge or information. This thesis draws attention to the largely unexplored and under-developed area of knowledge protection ; it investigates the paradoxical and concurrent nature of knowledge sharing and information security practices by exploring their relationship and understanding how this can affect an organisation and subsequently identifies ways of achieving a balance between the two practices. The empirical work was carried out through an interpretivist case study approach in the Energy Technologies Institute (ETI) an organisation that combines knowledge and expertise from partnerships with academia, industry and the UK government, in order to deliver innovative low carbon solutions. A novel team-based action learning approach was developed to generate individual, team and organisational learning and to help initiate change; the data was collected from three project teams about their knowledge and experiences of knowledge sharing and information security practices, which was then analysed and further supplemented with the ETI s organisational perspective and the researcher s own experience of collaborating with the ETI to contextualise the findings. Eight predominant overarching themes were identified that play an important role in and influence the organisation s knowledge sharing and information security practices. When looking at the practices of knowledge sharing and information security independently at the ETI, proactive and conscious efforts towards achieving the goals of each practice are evident. Knowledge is recognised as the ETI s core product and its effective dissemination is key for the organisation s success, which is why there is a keen attitude towards improving knowledge sharing internally and externally. On the other hand, a great deal of importance is given to protecting valuable knowledge and meeting stakeholders confidentiality requirements, thus, there are good systems, access controls, and information restrictions in place. In addition, strict legal and approval processes to protect information value and accuracy are implemented. However, when both knowledge sharing and information security - practices are compared from a broader perspective, evidence of issues arising from their conflicting nature is evident. Moreover, operating in a complex governance structure with various expectations and contractual agreements with stakeholders regarding confidentiality, has created a protective culture in the organisation surrounding its knowledge, which causes a hindrance to formal and informal knowledge sharing (including both, tacit and explicit forms) and makes identifying opportunities for fully exploiting knowledge and Intellectual Property an ongoing operational challenge. The research process facilitated the achievement of effective learning at individual, team and organisational level for the ETI about its practices, identification of challenges and areas of improvement, incorporation of learning and recommendations into its knowledge management strategy alongside existing activities to improve knowledge sharing. The contents of this thesis particularly the eight themes that have emerged from the research findings - are also contributing significantly to a project the organisation is carrying out to reflect on and review what has been learned from operating the ETI for the last 10 years. The thesis contributes to the existing body of knowledge, theoretically and practically, in the disciplines of knowledge management and information security; what was predominantly overlooked by previous literature, the empirical research findings surface evidence of the relationship between knowledge sharing and information security practices, showing their interconnectedness, and, the negative consequences of the two practices being treated and managed separately. For the action learning arena, a novel methodological approach underpinned by the action learning philosophy has been introduced that demonstrates how team action learning (i.e. using intact teams as opposed to conventional action learning teams) can be used to engage employees to share and combine their knowledge on real organisational issues, generate new learning and develop actions to initiate improvements in the organisation.

Social networking services are relatively new phenomena and they have attracted so much attention around themselves. These services have been seen by many organizations as a po-tential tool to facilitate knowledge sharing. However, very few have successfully adopted such services. Many problems which lead to failures arise when it comes to developing and implementing social networking services with the goal to facilitate knowledge sharing.The purpose of this thesis is to investigate the failure of one social networking service to satisfy the knowledge sharing needs of the organization that has developed and implement-ed it in-house.Interviews with three employees of the company were arranged. The interviews were done with time intervals in between. This gave us the opportunity to rearrange the questions that were going to be asked to the next interviewee. The interviews were really helpful and gave us a good insight of the problem with the development and implementation of the social networking service that the organization was facing. After the interviews were conducted, a questionnaire was elaborated and sent out to the employees in the organization.The results we came up with were really interesting. A table with failure factors for the so-cial networking service used in the organization was made and a model suggesting the steps an organization should follow for the successful development and implementation of a so-cial networking service that facilitates knowledge sharing internally was developed.We found out that the failure was not in the social networking service itself but in the way it was presented, positioned and communicated to the employees of the company. They never took the service seriously for its intended purpose which was knowledge sharing within the organization and that led to the cancelation of the project.