Knowledge sharing in an American multinational company based in Malaysia

Abstract

Purpose

This paper seeks to examine the views of executives working in an American based multinational company (MNC) about knowledge sharing, barriers to knowledge sharing, and strategies to promote knowledge sharing

Design/methodology/approach

This study was carried out in phases. In the first phase, a topology of organizational mechanisms for knowledge sharing was developed. A review of academic and practitioner literature provided the basis for this topology. In the next phase, a detailed field‐base case study of the knowledge sharing conceptualization in a large MNC was performed based on a sample of 81 employees.

Findings

The results show that most of the respondents agreed that there is a knowledge sharing strategy and there is a growing awareness of the benefit of knowledge sharing in the organization. However, it was worrying to know that 22 percent responded negatively to the statement “KS is important to the organization”. Also, 27 percent of the respondents were also not willing to share knowledge. The most effective method to promote knowledge sharing was to link it with rewards and performance appraisal. Top management support was also vital to ensure the success of knowledge sharing in the organization.

Research limitations/implications

The survey did not cover the non‐executive level employees such as operators, technicians, facilitators and shift leaders due to difficulties in gaining access to these groups of people as they work in shifts. In addition, most of the operators would have difficulty in understanding the survey objective and content.

Originality/value

While existing studies on knowledge sharing are more of a generalized nature, this study examines the perceptions about various aspects of knowledge sharing more in a country and company specific setting.

Citation

Wai Ling, C., Sandhu, M.S. and Kishore Jain, K. (2009), "Knowledge sharing in an American multinational company based in Malaysia", Journal of Workplace Learning, Vol. 21 No. 2, pp. 125-142. https://doi.org/10.1108/13665620910934825