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Job‐related knowledge sharing: comparative case studies

Jen‐Te Yang (Lecturer, Department of Research and Development, National Kaohsiung Hospitality College, Kaohsiung City, Taiwan (victorjtyang@hotmail.com).)

Journal of Knowledge Management

ISSN: 1367-3270

Article publication date: 1 June 2004

Abstract

This paper presents data from two case studies showing the enhancement of organizational effectiveness, which can proceed through knowledge sharing amongst employees. The main purpose of this paper is to elaborate the content of knowledge which employees share in two researched hotels, and to explore some key approaches which are utilized for sharing knowledge. It also investigates some key factors which can inhibit the effectiveness of the knowledge sharing process. Semi‐structured interviews were conducted in this study. The research sample consisted of 26 individual interviews with employees from the top to the front‐line levels of management hierarchy from two international five‐star hotels. The evidence shows that first, all interviewees agreed with the importance and necessity of sharing knowledge. Second, it shows that the sharing climate seemed to be informal. The implication of this research for senior managers is to reinforce their understanding that the stronger the knowledge sharing climate an organization has, the greater the degree of organizational effectiveness that it achieves.

Keywords

Citation

Yang, J. (2004), "Job‐related knowledge sharing: comparative case studies", Journal of Knowledge Management, Vol. 8 No. 3, pp. 118-126. https://doi.org/10.1108/13673270410541088

Publisher

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Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited