Abstract
A considerable amount of research has focused on knowledge sharing practices, including enablers and barriers, and it is generally agreed that it can contribute to organisational success. However, we know little about how these barriers are formed in organisational contexts and whether they can be overcome. In this research, we conducted a qualitative investigation in one branch of a major bank in China, considering the barriers that may prevent knowledge sharing activities from occurring, as well as ways to overcome them. We found that there is only one significant barrier, the potential loss of knowledge power, which can be overcome by system adjustment. The implications of the research for future research and practice are discussed.
| Original language | English |
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| Title of host publication | PACIS 2008 - 12th Pacific Asia Conference on Information Systems: Leveraging ICT for Resilient Organizations and Sustainable Growth in the Asia Pacific Region |
| Publication status | Published - 2008 |
| Event | 12th Pacific Asia Conference on Information Systems, PACIS 2008: Leveraging ICT for Resilient Organizations and Sustainable Growth in the Asia Pacific Region - Suzhou, China Duration: 3 Jul 2008 → 7 Jul 2008 https://aisel.aisnet.org/pacis2008/ |
Conference
| Conference | 12th Pacific Asia Conference on Information Systems, PACIS 2008 |
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| Place | China |
| City | Suzhou |
| Period | 3/07/08 → 7/07/08 |
| Internet address |
Research Keywords
- Face
- Knowledge sharing
- Loss of knowledge power
- Relationship orientation
Publisher's Copyright Statement
- COPYRIGHT TERMS OF DEPOSITED POSTPRINT FILE: © The Author(s).