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Considering the receiver in knowledge sharing: when the receiver seems ready the sharer appears

Lichtenstein, Sharman and Hunter, Alexia 2004, Considering the receiver in knowledge sharing: when the receiver seems ready the sharer appears, in ACKMIDS 2004 : Organisational challenges for knowledge management Proceedings of the Australian Conference on Knowledge Management and Intelligent Decision Support, Australian Scholarly Publishing, Kew, Vic., pp. 48-70.

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Title Considering the receiver in knowledge sharing: when the receiver seems ready the sharer appears
Author(s) Lichtenstein, Sharman
Hunter, Alexia
Conference name Knowledge Management and Intelligent Decision Support. Conference (2004 : Melbourne, Victoria)
Conference location Melbourne, Victoria
Conference dates 29-30 November 2004
Title of proceedings ACKMIDS 2004 : Organisational challenges for knowledge management Proceedings of the Australian Conference on Knowledge Management and Intelligent Decision Support
Editor(s) Burstein, Frada
Linger, Henry
Publication date 2004
Conference series Knowledge Management and Intelligent Decision Support Conference
Start page 48
End page 70
Publisher Australian Scholarly Publishing
Place of publication Kew, Vic.
Summary The knowledge needs and knowledge-related behaviours of receivers are among the most crucial, yet of ten overlooked, aspects of successful knowledge-sharing. This research examines how sharers consider receivers' knowledge needs and knowledge-related behaviours when choosing whether to share their knowledge and which channels to use for the transmission of that knowledge. A new theory of knowledge sharing - Receiver Theory - is introduced, and a receiver-based model of knowledge sharing is developed from existing literature. Two exploratory case studies are conducted using the model as a guiding framework. A key finding shows that perceived receiver knowledge needs and behaviours are Important motivators and inhibitors in sharer choices in intra-organisational knowledge sharing. This finding was suggested for both personalised and codified knowledge sharing strategies. The study suggests that for companies to realise more effective knowledge sharing, they should develop better ways to connect potential sharers with receivers' real knowledge needs. The study also suggests that sharing on a need-to know basis impedes change In organisational power structures and prevents the integration of isolated pockets of knowledge that may yield new value.
ISBN 1740970810
9781740970815
Language eng
Field of Research 150312 Organisational Planning and Management
Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services
HERDC Research category E1 Full written paper - refereed
ERA Research output type E Conference publication
HERDC collection year 2005
Copyright notice ©2004, Australian Scholarly Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30005643

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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.