TY  - JOUR
AB  - 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. They did this by: linking sharing knowledge to solving practical business problems; tying sharing knowledge to a pre‐existing core value; introducing knowledge management in a way that matches the organization’s style; building on existing networks people use in their daily work; and encouraging peers and supervisors to exert pressure to share.
VL  - 5
IS  - 1
SN  - 1367-3270
DO  - 10.1108/13673270110384428
UR  - https://doi.org/10.1108/13673270110384428
AU  - McDermott Richard
AU  - O’Dell Carla
PY  - 2001
Y1  - 2001/01/01
TI  - Overcoming cultural barriers to sharing knowledge
T2  - Journal of Knowledge Management
PB  - MCB UP Ltd
SP  - 76
EP  - 85
Y2  - 2024/04/16
ER  -