چکیده:
Many organizations have developed knowledge sharing programs, such as mentoring, and
knowledge transfer from retired employees, in order to articulate and maintain valuable
knowledge. Knowledge sharing leads to the spreading of innovative ideas and best
practices. It consists of two important processes: knowledge contribution and knowledge
reception. However, knowledge reception can be failed with several reasons. This
research metaphorically terms the factors obstructing knowledge reception as the virtual
earplug. The research tried to identify the earplug, and studies how to turn them to be the
potential factors for successful reception. In fact, these factors can originate from
recipients themselves and the surrounding environment. While knowledge holders
determine further advantages they will receive from the sharing of knowledge, such as
monetary reward or reputation, advanced benefits may not be the major rationale for the
reception. Researchers utilized the focus group (FG) methodology by engaging workers
who had experience as knowledge recipients in their organizations. The FGs revealed
possible factors causing people to believe or ignore incoming knowledge. The factors can
be categorized into four groups based on the originator of the factors, which are,
recipients themselves, senders, knowledge, and environmental factors. The recipients
themselves can engender successful reception through factors such as their capacity to
absorb the incoming knowledge, or their attitude towards senders. Senders' readiness and
characteristics are also important. This research also suggested solutions that develop or
enhance the effective reception environment in an organization. Management support is a
crucial success factor. The support consists of 1) nurturing of collaborative culture in an
organization, 2) provision of useful tools, spaces and infrastructure, 3) provision of
adequate training for employees, and 4) provision of practice session.
خلاصه ماشینی:
The recipients themselves can engender successful reception through factors such as their capacity to absorb the incoming knowledge, or their attitude towards senders.
Generally, effective reception is determined by many factors, including the availability of effective sources or knowledge senders, appropriateness of transferred knowledge, and readiness of recipients.
In this study, we conducted five focus groups (FGs) to explore factors that possibly impact workers receiving shared knowledge from others.
Each of the FGs discussed the situations they had experienced and shared their opinions about the factors influencing and inhibiting the knowledge reception.
Process View of Knowledge Sharing Mechanism The motivational influences for a sender's knowledge contributing and a recipient's receiving can be both extrinsic and intrinsic.
The appropriate amount of mutual trust between a sender and a recipient increases the level of their shared knowledge (Nelson & Cooprider, 1996).
Lin, Geng, & Whinston (2005) argue that, although a sender has a complete set of information or knowledge to be shared, a receiver may be unable to absorb it.
In terms of the deficit motivation, many factors such as proximity with a sender (Slaughter & Kirsch, 2006), organizational norms (Bock, Kankanhalli, & Sharma 2006), or incentive (Orlikowski, 1993; Gupta & Govindarajan, 2000) are determinants of their impact on knowledge reception.
g. computer-aided system (Goodman & Darr, 1998), electronic knowledge repositories (Kankanhalli, Tan, & Wei, 2005, Watson & Hewett, 2006), electronic communities of practices (Wasko & Faraj, 2005), weblog (Yu, Lu & Liu, 2010), and social media platform (Vuori & Okkonen, 2012).