Knowledge Sharing Strategy in Project based Environments:an analysis at different levels

Abstract

The application of the theory proposed by Hansen et al. (1999) for a knowledge sharing strategy which includes codification and personalisation by focusing mainly on one strategy (focused strategy) has been previously well accepted in knowledge management literature, especially at organisational levels. However, recent literatures have suggested that there are other alternative strategies for knowledge sharing. This research extends the suggestions on this matter by examining knowledge sharing strategies (codification and personalisation) at individual, project and unit levels. The objective of the study is to provide a conceptualization linking knowledge sharing strategies and work activities at various levels, in IS projects. The study takes a qualitative processual-explanatory case study design approach using data obtained from in-depth interviews, company website, intranet systems, and documentation, as well as direct observations. The data were analysed using processual-explanatory and thematic approaches. The result of the study presents empirical evidence on the use of focused, balanced and dynamic strategies in knowledge sharing. The study generates a typology of knowledge sharing strategies at various organizational levels, and identifies factors influencing the types of strategies utilized. The study also identified occurrences of prioritisation of strategies (either codification or personalisation), at the various levels. This study conceptualizes codification and personalization as approaches to one’s interaction with others in acquiring and sharing knowledge within IS projects. Both strategies are needed in sharing and understanding the meaning of tacit or explicit knowledge, which facilitates successful implementation of IS projects. These findings suggest interactions as important in explaining knowledge sharing. Therefore, knowledge sharing can be conceptualized as a social interaction phenomenon, and thus, the study's findings can be linked to the theory of interaction. Knowledge sharing as a social interaction activity involves interactions among people within a project and those within a unit and other individuals related to the project. A project will not be successful without this social interaction, as interactions of the people involved are required to enable knowledge to be shared. The emphasis on interactions in IS projects guide practitioners in deciding the best knowledge sharing strategy at different levels in their organisation, in ensuring the success of their IS projects’ implementation or other projects in which interactions are important. The study remedies the theoretical gaps in knowledge sharing literature, and resolve problems in managing knowledge within projects-based environments.