Knowledge Dilemma and Approaches for Knowledge Management


Information being exchanged amongst the workers of your organisation is something that is an essential constituent of the procedure of knowledge management. Along with the intro of the modern day information and marketing communications technology within businesses, it has become very convenient and in addition has turn into a valuable support function to make such exchanges possible by lowering the obstructions of the time and distance. Alternatively, those corporations which have invested in technologies of the kind are frequently confronted with the issues of inducing the workers to utilise the purpose of those technologies in order to talk their knowledge and perceptions. The knowledge share/hoard predicament is a socio-psychological behavior aspect that represents that employees feel the need to not talk about information or organisational knowledge that they posses because it may eventually harm their own position within the company or by sharing knowledge may therefore provide a competitive advantage with their colleagues, over them. This has been elucidated further in Sabrautzki 2010 that since organisational knowledge is a collective reference employees may utilize it without actually contributing towards expanding or increasing it. However, showing or hoarding knowledge does have their own results which may be in an optimistic or a negative manner. Individuals usually hoard knowledge when they feel that posting that knowledge would eventually bring about a loss of their power or status within the organization due to very fact they have distributed their distinctive knowledge with the rest of the workforce.

While assessing the many kinds of beneficial public problems, there have been certain ideas of particular interventions that may be implemented by companies in order to facilitate the business to promote the required cultural dynamics which would eventually raise the all-encompassing concept of writing knowledge and information within the corporation and its own employees. Such interventions may suppose various varieties such as interventions that lead to restructuring or even increasing the recompenses for making a contribution towards increasing organisational knowledge or interventions that aim for augmenting success within the employees through sharing knowledge. Various considerable corporations have began to or took into consideration the facet of putting into action an organisation-specific and effective knowledge management system which would help the organisation and its own employees share knowledge with effectiveness.

Most of such companies aim at participating in particular knowledge management initiatives due to purpose of attaining a competitive edge over rival companies, improving marketing efficiency, intensifying focus on the consumer as well as increasing modernization of their product lines, as described further in Paton & McCalman, 2008 that for a organization, to build up a 'learning' attitude amidst its employees, it is necessary to develop an frame of mind that works on the information 'move' element rather than a culture that stimulates the info 'push' attitude. A very significant aspect of the information pull culture has been the fact which it concentrates mainly on the softer areas of management, therefore many corporations are often not so successful with the info 'pull' frame of mind and as a result cannot accomplish the complete great things about a bottom-up knowledge delivery structure.

Knowledge management consists of such executive routines carried out by the corporation for the purpose of making, collecting, distributing and utilizing organizational knowledge. There's been a growing certainty amongst commercial leaders, experts and analysts that showing knowledge within the company would be an important proper resource. This is because organisational knowledge is regarded as a nonmaterial asset that is distinctive, reliant on direction, causally indefinite and is also difficult to reproduce or replace at all, therefore such traits cause knowledge to be a possible reason behind competitive gain for a worker, hence the reason why hoarding it becomes a possible plan of action for some employees, as consequently the individual in ownership of it becomes a plausible aim for for attention from company management.

Impact upon Knowledge Exchange and Trust within the Workplace

The knowledge hoarding problem has made organisations move towards far better alternatives which would assist the organization in handling its knowledge in an improved way. The current advancements in information and telecommunications technology have greatly helped organisations in effectively writing organisational knowledge among the employees. While using development and comprehensive execution of global networking and telecommunication technique, the utilization of the intranet knowledge portals within organisations have managed to get possible as well as cost-effectively practicable to share knowledge in order to integrate workforce, specifically within substantive and thoroughly disseminated corporations and also permitting such organisations to easily exchange details and reviews and nearly any form of media records in one location to another. In Schwartz 2006 it has been discussed further that in a company, the socio-technical attitude regards showing of knowledge to be a completely organised method that requires support from top-down involvement from the management as well as bottom-up worker and expert interventions.

This sharing and exchange of information amongst the workforce encompasses an important constituent that is essential for the formation and management of put together knowledge and consequently causes the availability of such implements that sustain such exchanges, while this in turn also immensely allows the execution of effective knowledge management systems in just a corporation. On the other hand, various businesses frequently experience several issues within their procedures and functionalities that finally jeopardized the probable benefits of buying modern automatic systems for organisational knowledge management. Such as the element that workers may hoard the info that they have from their fellow workers simply because of their inadequate knowing of the advantages posting knowledge with other employees. Goodman 2007 explains this aspect further that whenever various groups within an company operate collectively, consequently they naturally create a culture that encourages the posting of knowledge, whereas global and interconnected groupings function jointly in order to accomplish distributed targets, thereby generating group effort among the assorted departments of sizeable corporations.

Employees might also face other troubles because of problems with having the ability to combine such activities in the course of their daily work due to insufficient time or the lack of abilities or the experience to make use of information systems that support knowledge management. Whereas certain workers may perhaps not be able to understand the non-public gain that they might obtain from exchanging organisational knowledge partly due to proven fact that they receive limited encouragement from the management of the organization for utilising new initiatives to the company's existing operational set up.

Knowledge symbolises a way to obtain supremacy and dominance for most employees in a company. It is this knowledge that is exchanged or distributed amongst consumers and suppliers with reciprocation, good reputation and selflessness that in turn also operate as mechanisms of reimbursement. Trust, on the other hand, is a necessary requirement for trouble-free execution of such activities within the marketplace. This conviction therefore exists on an individual stage and can be done by means of strong commercial working associations which could exist among co-workers, within work teams and even within various organizational levels. However various employees believe that by showing significant organisational knowledge with the other co-workers, he or she becomes subjected to the risk of lessening one's worthiness within the corporation thereby increasing the probability that he / she is not vital requisite for the company any longer.

In Torrey & Datta 2002 ithas been described that trust among employees comes when knowledge is realized and accepted through internal and outer ethnical filtration systems as well as by taking care of situational problems through via socially suitable behaviour. When a corporation targets understanding the management of knowledge across various civilizations, then this practice would subsequently assist knowledge posting as well as originality and creativeness, thus evening out the course that contributes to further learning and knowledge exchanges taking places across social limitations. Because of this differences in cultural culture are what an company must concentrate on when working with and attaining effective knowledge showing and exchange.

Furthermore employees also feel that it is most essential for these to be known as an expert or an expert within their company, hence their reluctance to share knowledge with other co-workers. They assume that if an employee doesn't have the repute for skills then that knowledge or skills would not be able to symbolise their electric power or dominance over their co-workers. When employees be reluctant in writing their knowledge it could also be due to doubt that other co-workers may allow acknowledgment for the source of this information, and consequently assert acclaim for it. Such behaviour that cause hoarding of knowledge will eventually be damaging for an company because not liberating important organisational knowledge might hinder the operational types of procedures of a company. Hislop 2009 states that the element of trust is the actual reason why employees hesitate to talk about information using their peers. Even though an individual does actually trust another and shares knowledge, the aspect of uncertainty still remains concerning where and how would that infomration be used by see your face.

When organisational knowledge becomes the sole means of attaining a competitive benefits over other employees, then hoarding knowledge becomes widespread within that firm, eventually also increasing the amount of mistrust and thoughts of jealousy and envy among employees. Organisational culture and ethics may also be jeopardized and would also cause a negative environment to build up within the workplace. However, it is vital for organisations and their workers to understand that sharing information with a colleague will most likely result in acquiring beneficial knowledge in exchange, while it might even cause increasing one's own knowledge as well. Thus by the establishment of educational framework within an organisation that encourages as well as remunerates the practice of knowledge sharing and prevents and reprimands the practice of hoarding important organisational knowledge for specific gain or gratification, would subsequently ensure that the organisation has been successful in carrying out its knowledge management tactics. Stegmeier 2008, pg. 59, has described this in the following words that various organizations enhance and develop advanced knowledge management systems that help out with classifying data regarding to competitive costing analyses, market researches as well as according to technical information. The main purpose of performing such jobs is to build up and store for easy accessibility, quick retrieval also to manage the intellect of the organization for its succeeding benefit.

It is vital for an company to make a corporate philosophy that connects importance to invention and eye-sight, incessant improvement as well as interaction and communication of thoughts and intelligence, as it's the occurrence of such organisational culture which would ensure that the knowledge management initiatives working do achieve success in the long run. When a firm wants to control its knowledge possessions in an effectual manner it must possess a labor force that is enthused enough to delve into new market potential customers, is able to adjust to and implement new operational techniques and services as well as are thinking about employing new solutions to their work systems and operational structures. de Man & de Man 2008 has explained this further by expressing that with the existence of trust between staff members diminishes the propensity of guarding and hoarding knowledge because this then supplies the confidence that the other worker will not try to exploit the ingenuousness. Therefore, corporations must adopt methods that contain reciprocal trust; companionship and admiration which would therefore reduce security of knowledge.


Organisations must build such work set ups that are variable enough to permit ground-breaking and inventive alterations within corporate techniques, occupational explanations that permit workers a rational degree of working self-reliance, while they need to also establish commercial procedures that make it easy for knowledge and information to be distributed among employees in a timely and effective manner. Not merely will such procedures ensure effective knowledge management, it will also eliminate any form of distrust among employees, in simple fact employees will also figure out how to rely on the co-workers and managers for getting and posting knowledge without the fear of not getting credit for the data being shared. Thus sharing and exchange of ideas in a organization is one of the most essential procedures through which an organisation can achieve the practice of collecting knowledge without which an company would not have the ability to attain center knowledge that subsequently formulates its center competencies.

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