Overcoming cultural barriers to sharing knowledge
By: McDERMOTT, Richard
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Contributor(s): O`DELL, Carla.
Material type: 
ArticlePublisher: 2001Subject(s): Gestão do Conhecimento | Comportamento Organizacional | Barreira | Valor | Gestão do ConhecimentoJournal of Knowledge Management 5, 1, p. 76-85Abstract: Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. Thei did this by:linking sharing knowledge to solving pratical business problems, trying sharing knowledge to a pre-existing core value; introducing knowledge management in a way that matches the organization`s style; bulding on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Culture is often seen as the key inhibitor of effective knowledge sharing. A study of companies where sharing knowledge is built into the culture found that they did not change their culture to match their knowledge management initiatives. They adapted their approach to knowledge management to fit their culture. Thei did this by:linking sharing knowledge to solving pratical business problems, trying sharing knowledge to a pre-existing core value; introducing knowledge management in a way that matches the organization`s style; bulding on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share
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