Influencing knowledge sharing and hoarding in project-based firms

Hall, Jeremy and Sapsed, Jonathan (2006) Influencing knowledge sharing and hoarding in project-based firms. In: Love, Peter, Fong, Patrick and Irani, Zahir (eds.) Knowledge management in project environments. Routledge, London. ISBN 9780080455358

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Abstract

While all these factors are clearly influential, it is the authors’ contention that they are not easily separable but rather highly related. For example, contingencies such as industrial characteristics and the nature of the knowledge used often shape resource allocation, which in turn prioritizes incentive schemes. Birkinshaw et al. (2002) argues that system-embedded knowledge (i.e. knowledge that is a function of the social and physical system in which it exists) is a strong predictor of organizational structure. The success of KM systems is thus contingent upon the fit between the reward systems and the organizational roles, structure (formal and informal), along with sociocultural factors such as culture, power relations, norms, management philosophy and reward systems (Zack, 1999), as well as industry dynamics.

Item Type: Book Section
Schools and Departments: University of Sussex Business School > SPRU - Science Policy Research Unit
Subjects: H Social Sciences
Depositing User: Kirsty May
Date Deposited: 09 Dec 2019 11:58
Last Modified: 09 Dec 2019 11:58
URI: http://sro.sussex.ac.uk/id/eprint/88651
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