Managing for Knowledge: HRs Strategic Role

2017-07-07 02:10:07

Some of the more common factors that can inhibit knowledge transfer within organisations, together with some possible ways of addressing these tensions are shown in Table 3.1.

Table 3.1: Cultural tensions affecting knowledge transfer within organisations (after Davenport and Prusak, 1998)
Knowledge transfer tensions	Possible solutions
Lack of trust	Build relationships of trust and common ground through balancing virtual and face-to-face contact. Ensure that the communication’s approaches supports knowledge transfer.
Different language and frames of reference	Ensure common ground through team working, job rotation and other forms of collaborative working. Develop a shared language or utilise ‘boundary spanners’.
Perspective held of productive work	Establish places/events for informal and formal knowledge exchanges. Encourage experimentation and play. Help managers reframe their perspective of where and how work gets done.
Rewards go to knowledge holders	Reward those who share and reuse knowledge.
Absorptive capacity in receivers of knowledge	Educate others on the benefits of flexibility. Plan time for knowledge processing, application and use.
Belief that knowledge relates to certain groups/positions	Create an environment where quality of ideas are more important that status of source.
Intolerance of mistakes and lack of support when help is needed	Tolerate errors from creative work and help individuals learn from these.

Structure

Inflexible company structure

Fragmented organisation

Functional silo mentality

Failure to invest in the right systems

People

Inertia to change

Lack of time

Lack of motivation to share

Turnover of staff

Insufficient attention to inducting new people

Management

Fear of giving up power

Difficulties of passing on power

Unwillingness to challenge company style

One of the other areas that needs to be considered when trying to encourage employees to participate in knowledge management projects is addressing the ‘ What is in it for me?’ question. Which if we unpack this requires thinking about the following questions:

How will knowledge management affect me in my current job?

Will it make my life at work any easier?

Will it affect how I am rewarded?

Will it affect my future employment prospects?

What will I need to do differently?

There are no simple ‘off the peg’ solutions. Many organisations are having to find solutions which work best for them, through experimentation. Some common themes include: allowing users to drive systems and practices, rather than imposing these from the top; encouraging a sense of playfulness and fun as a way of engaging individuals in knowledge management activities, as well as providing systems which help individuals feel part of a wider community.

Structure

People

Management

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