The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

Understanding Knowledge‑Sharing in Online Communities of Practice  pp18-27

Mark Sharratt, Abel Usoro

© Nov 2003 Volume 1 Issue 2, Editor: Fergal McGrath, pp1 - 226

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Abstract

Information Technology is no longer regarded solely as a repository within knowledge management but also as a collaborative tool. This change of role gives rise to online communities (OLCs), which extend the loci of existing communities of practice. To leverage the potential of these communities, organisations must understand the mechanisms underpinning members' decisions to share knowledge and expertise within the community. This paper discusses existing research and develops a theoretical model of factors that affect knowledge sharing in OLCs. The aim is to increase our understanding of the antecedents to knowledge‑sharing in OLCs.

 

Keywords: knowledge sharing, online communities of practice, extrinsic rewards, motivation, trust, value congruence

 

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Journal Article

The Role of Social Capital in Knowledge Sharing in Higher Education Institutes  pp158-170

Abdulqaadir Diriye

© Oct 2019 Volume 17 Issue 2, Editor: Shaun Pather, pp100 - 170

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Abstract

A majority of the activities performed in higher education institutions are routines that need to be learned, remembered and refined for improvement. These include academic and administrative tasks that are central to the proper functioning of the institution. In addition to this, as any business, higher education institutions need to compete and innovate at a time when their performances are measured in detail by their management, students, governments and other external bodies. Staff members in various roles often become familiar with certain routine tasks. Although an institution may rely on these members and others who master a particular activity whenever needed, there is no guarantee that staff members or even teams will stay with the institution. Therefore, it would be necessary to ensure that institutional knowledge does not become synonymous with individual staff members and, therefore, the knowledge is available only when these individuals are present and absent when they are away. This paper looks into how higher education institutions can enhance their knowledge sharing practices by cultivating social capital among its employees. It employs a set of semi‑structured interviews to gauge the attitudes of employees of two institutions in Saudi Arabia. This is complemented by a literature survey looking into how social capital theory is adapted by earlier researchers in the area of knowledge sharing. The findings indicate that trust, social interactions, participation and rewards have strong influence in knowledge sharing.

 

Keywords: social capital, higher education, knowledge sharing, Saudi Arabia, socialization, trust, participation, rewards

 

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Journal Issue

Volume 17 Issue 2 / Dec 2019  pp100‑170

Editor: Shaun Pather

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Keywords: Boundary Object; Knowledge Management; Critical Review; Knowledge Management Practice, Personal Knowledge Management (PKM); Knowledge Management (KM); Knowledge Creation Theories; Knowledge Worker; Knowledge Society; Radical Innovation; Digital Platform Ecosystem (DPE), Organizational learning, learning university, learning business school, university management, management change, Dimensions of Learning Organisation Questionnaire (DLOQ), Future skills, Digital innovation, New world of work, Authentic learning, Life-long learning, 21st-century skills, Higher education institutions, social capital, higher education, knowledge sharing, Saudi Arabia, socialization, trust, participation, rewards

 

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