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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

Developing an Instrument for Measuring Knowledge Sharing Attitudes

Developing an Instrument for Measuring Knowledge Sharing Attitudes
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Author(s): Martin Y. C. Yu (Hong Kong University of Science & Technology, Hong Kong), Linda Wilkins (RMIT University, Australia) and Will W.K. Ma (Hong Kong University of Science & Technology, Hong Kong)
Copyright: 2004
Pages: 4
Source title: Innovations Through Information Technology
Source Editor(s): Mehdi Khosrow-Pour, D.B.A. (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59140-261-9.ch070
ISBN13: 9781616921255
EISBN13: 9781466665347

Abstract

External pressures frequently compel firms who might otherwise be natural competitors to work together. For example, technical problems often need to be solved in order to create high-quality products. Recognition that the solution requires more than the capacities of an individual firm may then lead to collaboration (Stohl & Walker, 2002). Knowledge sharing among firms, departments or most often, among peers within an organization, provides better solutions to increasing development and production costs, decreasing research-to-market times and escalating problem and product complexity. A knowledge sharing strategy can significantly benefit firms (Stohl & Walker, 2002). However individuals with valuable specialized knowledge within the firm may perceive attempts to promote knowledge sharing as a threat to their personal competitive advantage. In this paper we first investigate the issues for firms wishing to cultivate a positive attitude to knowledge sharing amongst personnel. We then present a statistically validated pilot study that examines the requisite conditions for such positive knowledge-sharing attitudes to emerge.

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