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|Title: ||An integrative management model of knowledge sharing : case studies of knowledge-based SMEs in Hong Kong|
|Other Titles: ||Zhi shi gong yong zheng he guan li mo xing : Xianggang zhi shi xing zhong xiao qi ye ge an yan jiu|
知識共用整合管理模型 : 香港知識型中小企業個案研究
|Authors: ||Law, Kuok Kei ( 羅國基)|
|Department: ||Department of Management|
|Degree: ||Doctor of Philosophy|
|Issue Date: ||2011|
|Publisher: ||City University of Hong Kong|
|Subjects: ||Knowledge management -- China -- Hong Kong.|
Small business -- China -- Hong Kong -- Management.
|Notes: ||CityU Call Number: HD30.2 .L386 2011|
viii, 190 leaves 30 cm.
Thesis (Ph.D.)--City University of Hong Kong, 2011.
Includes bibliographical references (leaves 158-185)
|Abstract: ||This dissertation provides an answer to the long-lasting question of "how to
enhance knowledge sharing within organizations". As knowledge has become the
major, if not only, production factor in the modern knowledge economy, the sharing
and application of it throughout the organization is critical to the development of
competitive advantage. However, the sharing of knowledge among organizational
members is often 'sticky'. This stickiness is mainly caused by people's reluctance to
disclose and share what they know. The notion of knowledge sharing dilemma is an
important theoretical underpinning to understand people's reluctance. In such a
dilemma situation, on the one hand, people are concerned with the potential costs and
losses of knowledge sharing, but on the other hand, people need to share their
knowledge in order to reveal their intellectual values and obtain rewards. Therefore,
from the management's point of view, the critical issue to foster knowledge sharing is
to lead the workers out of the knowledge sharing dilemma.
Managerial interventions/governance are needed to achieve such directing effort.
However, the extant literature has largely undermined this management perspective.
Past studies have mostly focused on identifying the antecedents to knowledge sharing,
that is, concentrating on the examination of the 'what' aspect. There is no concrete
theoretical model explaining 'how' to foster knowledge sharing from the managerial
perspective. Another major problem in the current literature is that researchers tend to
emphasize the role of motivation in enhancing knowledge sharing behaviors but
downplay the role of managerial controls, assuming that control mechanisms are contradictory to the discretional nature of knowledge sharing. However, extensive
reviews of the underlying nature of the motivation and control mechanisms as well as
the empirical evidences gathered from case studies here suggested that both types of
mechanisms are actually complimenting the effects of one another. The simultaneous
implementation of these two mechanisms indeed creates a synergy for fostering
knowledge sharing behaviors of workers.
The empirical context of the study involves six knowledge-intensive SMEs in
Hong Kong. The six SMEs compose the case study observations that were based
upon to develop an integrative management model for fostering knowledge sharing.
The types of managerial practices employed in the SMEs, the rationales behind those
managerial practices, as well as their effectiveness are analyzed. Overall, evidences
from the case studies suggest that three types of managerial interventions are needed
to foster knowledge sharing - initiating interventions, reinforcing interventions,
aligning interventions. The integrative management model identifies the roles of the
three types of managerial interventions in fostering knowledge sharing. It describes
how these managerial interventions create extrinsic drives to the workers to engage in
knowledge sharing and how the knowledge sharing behavior initially shaped by
extrinsic drives will gradually be internalized as an intrinsic value of the workers.
The integrative management model advances the extant literature in three ways.
First, it offers concrete theoretical and practical guidance to both researchers and
managers on how to embed knowledge sharing behaviors within KIFs. Second, it
bridges the different theoretical viewpoints toward the managing of knowledge and
knowledge sharing, namely the motivation perspective and control perspective. Third, it describes the processes how the fostering effect is achieved from the intended
managerial efforts. Moreover, the model offers implications for various research
opportunities. In conclusion, this dissertation builds a concrete theoretical foundation
for the investigation of enhancing knowledge sharing and makes a theoretical
contribution to the extant literature.|
|Online Catalog Link: ||http://lib.cityu.edu.hk/record=b4085912|
|Appears in Collections:||MGT - Doctor of Philosophy |
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