Knowledge is one of the most critical organizational resources which provide a sustainable competitive advantage in a competitive and dynamic economy. Innovation may be one of the key drivers in gaining competitive advantage; organizations must also consider how to transfer expertise and knowledge from experts who have it, to novices who need to know.

So, what’s the definition of knowledge sharing?

Based on the definition by Jackson, Chuang, Harden, Jiang, & Joseph, 2006, Knowledge sharing is the fundamental means through which employees can contribute to knowledge application, innovation, and ultimately the competitive advantage of the organization.

Knowledge sharing refers to the provision of task information and know-how to help others and to collaborate with others to solve problems, develop new ideas, or implement policies or procedures (Cummings, 2004; Pulakos, Dorsey, & Borman, 2003). Knowledge sharing can occur via written correspondence or face-to-face communications through networking with other experts, or documenting, organizing, and capturing knowledge for others (Cummings, 2004; Pulakos et al., 2003).

Research has shown that knowledge sharing benefits organization in the following ways:

• In reducing production costs
• Faster completion of new product development
• Enhances team performance
• Induces firm’s innovation capabilities
• Increases sales growth and revenue
• How can we promote a knowledge sharing culture?

Personal Characteristics

Many of you who are reading this post now, have already experienced colleagues or classmates who are reluctant to share their knowledge. I truly believe “Knowledge sharing as a learning experience for the sharer”. More, you share you learn more. Not only that, but it also creates a bond of trust between the colleagues. This makes life easier for everyone and working together enhances performance. Knowledge sharing promotes Co-creation and it’s one of the crucial points for being an innovative company. So, instead of waiting for your colleague to make the first step, why don’t you make the first step? Don’t just think about it. It’s time to do it.

Management Attitude

Time has changed, communication should not only flow from top to bottom and bottom to top. There should be a transparent communication and knowledge sharing culture in the organization. Top management should not only give orders and make the decisions rather they should share their expertise and knowledge with the employees to derive desired performance from the employees. Research has shown that Managers who have shared their knowledge with respective subordinates, their performance has been positively influenced (Sheng Wang, Raymond A. Noe, 2009). Top management should break out of the hard-old shell and move towards a more transparent management attitude.

Rewards and Incentives

To date, various researches have been carried out rewards and incentives influence performance. Many companies make the mistakes of introducing individual rewards and incentives for knowledge sharing and end up losing more than gaining. Rather group-based incentives work as a positive catalyst compared to those that individual incentives. Group-based incentives create more interaction between the employees and results in creating strong and positive relationships. Group goals rather than individual goals promote knowledge sharing culture, team members tend to share knowledge and information for the greater good.

Diversity

Researches have shown that organizations with a higher female: male ratios were more likely to engage in knowledge sharing (Sheng Wang, Raymond A. Noe, 2009).  Not only gender diversity influences knowledge sharing the multi-cultural organization tends to develop better knowledge sharing culture. The right balance between individual culture (e.g. Europe) and group culture (e.g. Asia) tends to result in sharing views from a different angle which is unknown to another culture and vice versa. This not only brings unique nature to an organization, rather works as a positive catalyst towards innovation and performance.

Trust and Justice

Based on research, Individuals tended to share less knowledge with team members who were perceived to be very capable and share more knowledge when they believed other team members were honest, fair, and followed principles (Sheng Wang, Raymond A. Noe, 2009).  Top management should engage with employees in collaborative communication, i.e. disclose one’s expertise and limitations. This increases the feeling of trust and justice within employees. Such organizational culture results in creating a knowledge-sharing culture.

Social Media

Last but not the least, one of the most modern tools is Social Media. Modern and innovative companies engage with their employees via social platforms such as LinkedIn, Xing, Facebook, twitters, etc to share knowledge. Using social media, companies can adopt suitable for different behavioral styles, offering people the ability to passively observe (and take inspiration) or to be actively involved depending on what they prefer. Being actively involved in social media with employees creates a strong transparent image to the outside world as well.