Provided by: World Science Festival
Topic: Big Data
In this paper the authors explore several of the most significant social and cognitive human factors that have been found to motivate or inhibit organizational knowledge sharing in previous empirical studies. Of specific interest is the individual and collective effect that trust, shared language, shared vision, tie strength, homophily and relationship length have on three important conditions necessary for effective knowledge sharing to take place (i.e. willingness to share, willingness to use and perceived receipt of useful knowledge). The paper also considers the nature of the employee working relationship (positive versus negative) and the form of knowledge sharing (explicit versus tacit).