Introduction to Knowledge Sharing

“A good decision is based on knowledge and not on numbers.” (Plato, 428-348 BC) and knowledge is proving to be the key for organizations seeking growth and expansion. In organizations, knowledge can be considered the heart or its core, as with an absence the entity becomes dysfunctional and ultimately can become an organization’s collapse. According to Forbes (2012), the “overload of data is making knowledge management increasingly more important. Three key reasons why actively managing knowledge is important to a company’s success are: 1.) Facilitates decision-making capabilities, 2.) Builds learning organizations by making learning routine, and, 3.) Stimulates cultural change and innovation.” Many companies in today’s society have redirected their efforts into incorporating knowledge management into their core structures. David Skyrme (David Skyrme Associates) defines knowledge management as “the explicit and systematic management of vital knowledge and its associated processes of creating, gathering, organizing, diffusion, use and exploitation.” Although there is much written about why managing knowledge is important to organizations, there is considerably less information on the processes that are used to identify, capture, share, and use knowledge within organizations. However, knowledge sharing and retention are components of knowledge management that can be considered integral. Knowing sharing, being a subsidiary, is the process exchanging knowledge between parties and entails communicating knowledge assimilating knowledge. Knowledge retention is similarly essential as it is focuses on capturing that crucial knowledge. “Organizations adopt knowledge management practices, implement knowledge management systems and promote knowledge sharing in order to minimise risk, increase efficiency within the organization and primarily to support and help to increase innovation” (Carneiro, 2000; Krough, Ichigo & Nonaka, 2000; Nonaka & Takeuchi,