Knowledge Sharing in the Workplace by Employees at Different Stages of Seniority – the Results of a Study among Polish Managerial Staff
Abstract
The paper investigates the issue of knowledge sharing by employees at different stages of seniority and has two aims: a cognitive one and an empirical one. The cognitive aim is to provide a synthesizing presentation of selected models of knowledge organization. The context shall be a concept of the functioning of employees of varying seniority developed by one of the Authors of the paper. The empirical aim is to answer the question: Is there a correlation between employees’ level of seniority and their knowledge sharing level? In order to achieve the empirical aim, a survey was conducted among 58 Polish managers from 13 medium-sized enterprises who assessed knowledge sharing of 272 employees by means of the validated Questionnaire on the characteristics of employees of varying seniority. The study revealed that there is a correlation between employees’ knowledge sharing level and their seniority levels (which, however, fades after 14 years of employment).
References
Al Alawi, A.I., Al Marzooqi, Y.N., & Mohammed, F.Y. (2007). Organizational culture and knowledge sharing: critical success factors. Journal of Knowledge Management, Vol. 11, No. 2, 22–42.
Argote, L., Ingram, P., Levine, J.M., & Moreland, R.L. (2000). Knowledge transfer in organizations: Learning from the experience of others. Organizational Behavior and Human
Decision Processes, 82(1), 1–8.
Bollinger, A.S. & Smith, R.D. (2001). Managerial organizational knowledge as a strategic asset. Journal of Knowledge Management, 5(1), 8–18.
Burmeister, A., & Deller, J. (2016). Knowledge retention from older and
retiring workers: What do we know, and where do we go from here?
Work, Aging and Retirement, 2, 87–10.
Burmeister, A., Fasbender, U., & Deller, J. (2018). Being perceived
as a knowledge sender or knowledge receiver: A multistudy investigation of the effect of age on knowledge transfer. Journal of Occupational and Organizational Psychology, 91, 518–545.
Cabrera, A., Collins, W., & Salgado, J. (2006). Determinants of individual engagement in knowledge sharing. International Journal of Human Resource Management; 245, 17–2.
Chow, W.S., & Chan, L.S. (2008), Social network, social trust and shared goals in organizational knowledge sharing. Information & Management, Vol. 45 No. 7, 458–465.
Civi, E. (2000). Knowledge management as a competitive asset: A review. Marketing Intelligence & Planning, 18, 166–174.
Cummings J.L., & Teng, B.S. (2003). Transferring r&d knowledge: the key factors affecting knowledge transfer success. Journal of Engineering and Technology Management; 39, 1–20.
Cummings, J.N. (2004). Work groups, structural diversity, and knowledge sharing in a global organization. Management Science, 50, 352–364.
Debowski, S. (2005). Knowledge Management: A Strategic Management Perspective. 1st Ed., John Wiley and Sons, Ltd.
Desouza K.C. & Awazu, Y. (2005). Segment and Destroy: the missing capabilities of knowledge management. Journal of Business Strategy, Vol. 26 No. 4, 46–52.
Edvinsson, L. &Malone, M.S. (2001). Kapitał intelektualny. Warszawa: PWN.
Ellwart, T., Bündgens, S., Rack, O. (2013). Managing knowledge exchange and identification in age diverse teams. Journal of Managerial Psychology, 28, 950–972.
Fazlagić, J. (2014). Innowacyjne zarządzanie wiedzą. Warszawa: Difin.
Finkelstein, S. (2005). When bad things happen to good companies: strategy failure and flawed executives. Journal of Business Strategy, Vol. 26 No. 2, 21–28.
Gaida, J. (2021). Intermentoring as a Key Method of Knowledge Sharing in Organizations Focused on Managing Generations. European Conference on Knowledge Management; Kidmore End, September 2021.
Gosseries, A.P. (2004). Are seniority privileges unfair? Economics and Philosophy, 20, 279–305.
Grant, R.M. (1996). Toward a knowledge-based theory of the firm. Strategic Management Journal, 17, 109–122.
Hamel, G., & Prahalad, C.K. (1999). Przewaga konkurencyjna jutra. Strategie przejmowania kontroli nad branżą i tworzenie rynków przyszłości. Warszawa: Business Press.
Hersch, J., & Reagan, P. (1999). Job Match, Tenure and Wages Paid by Firms, Economic Inquiry; 28, 3; Social Science Database, 488–507.
Hedlund, G. (1994). A model of knowledge management and the N-form corporation. Strategic Management Journal, Vol. 15, Special Issue: Strategy: Search for New Paradigms (Summer), 73–90.
Hilsen, A.I., & Sutherland Olsen, D. (2021). The Importance and Value of Older Employees. Wise Workers in the Workplace. New York: Palgrave Macmillan.
Holste, J.S., i Fields, D. (2010). Trust and tacit knowledge sharing and use. Journal of Knowledge Management, 14, 128–140.
Inkpen, A.C., & Tsang, E.W. (2005). Social capital, networks, and knowledge transfer. Academy of Management Review, 30, 146–165.
Joia, L.A., & Lemos, B. (2010). Relevant factors for tacit knowledge transfer within organisations. Journal of Knowledge Management, 14, 410–427.
Ipe, M. (2003). Knowledge sharing in organizations: A conceptual framework. Human Resource Development Review, 2, 337–359.
Li, W. (2010). Virtual knowledge sharing in a cross-cultural context. Journal of Knowledge Management, 14, 38–50.
Kearns, G.S., i Lederer, A.L. (2003). A resource-based view of strategic IT alignments: how knowledge sharing creates competitive advantage. Decision Sciences, 1: 34.
Krugiełka, A. (2019). Modelowanie CSR w odniesieniu do klienta wewnętrznego. Poznań: Wydawnictwo Politechniki Poznańskiej.
Lewicka, M. (1993). Aktor czy obserwator. Psychologiczne mechanizmy odchyleń od racjonalności w myśleniu potocznym. Warszawa–Olsztyn: Polskie Towarzystwo Psychologiczne.
Lin, H.F. (2007). Knowledge sharing and firm innovation capability: An empirical study. International Journal of Manpower, 28, 315–332.
Łapniewska, Z. (2013). Modele organizacji wiedzy. Retrieved from: http://ccnews.pl/2013/09/06/modele-organizacji-wiedzy/ (access: 05.09.2017).
Maurer, T.J., Weiss, E.M., & Barbeite, F.G. (2003). A model of involvement in work-related learning and development activity: The effects of individual, situational, motivational, and age variables. Journal of Applied Psychology, 88, 707–772.
Massa, S., & Testa, S. (2009). A knowledge management approach to organisational competitive advantage: evidence from the food sector. European Management Journal, 129:27.
McAdam, R., & McCreedy, S. (1999). A critical Review of Knowledge Management Models. The Learning Organization, Vol. 6, No. 3, 91-101, DOI:10.1108/09696479910270416.
Mesmer-Magnus, J.R., & DeChurch, L.A. (2009). Information sharing and team performance: A meta-analysis. Journal of Applied Psychology, 94, 535–546.
Morawiecka, E. (2013). Podmiotowe komponenty przedsiębiorczości w ujęciu teoretycznym i empirycznym – próba psychologicznej syntezy. In: J. Wasilczuk (ed.), Przedsiębiorczość w ośmiu odsłonach. Gdańsk: Politechnika Gdańska, Wydział Zarządzania i Ekonomii, 5, 59–72.
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242–266.
Nonaka, I., & Konno, N. (1998). The concept of “Ba”: Building a Foundation for Knowledge Creation. California Management Review, Vol. 40, No. 3 Spring, 40-54.
Nonaka, I., & Takeuchi, H. (2000). Kreowanie wiedzy w organizacji. Warszawa: Polska Fundacja Promocji Kadr.
Paulin, D., & Suneson, K. (2012). Knowledge Transfer, Knowledge Sharing and Knowledge Barriers – Three Blurry Terms in KM. The Electronic Journal of Knowledge Management, Volume 10, Issue 1, 82–92, www.ejk.com (access: 03.09.2019).
Pawlak, J. (2015), Wybrane psychologiczne determinanty przedsiębiorczości absolwentów w świetle koincydencji teorii rozwoju. Nierówności Społeczne a Wzrost Gospodarczy, nr 42, 399-408.
Price, D.P., Stoica, M., & Boncella, R.J. (2013). The relationship between innovation, knowledge, and performance in family and non-family firms: an analysis of SMEs. Journal of Innovation and Entrepreneurship, 2:14, 1–20.
Probst, G., Raub, S., & Romhardt, K. (1999). Wissen Managen. Wie Unternehmen Ihre Wertvollste Ressource Optimal Nutzen. Frankrurt: Gabler.
Probst, G., Raub, S., & Romhardt, K. (2002). Zarządzanie wiedzą w organizacji. Kraków: Oficyna Ekonomiczna.
Rice, B., Niger M., Fieger, P., & Taiba, H. (2022), Older healthcare workers’ satisfaction: managing the interaction of age, job security expectations and autonomy. Employee Relations. Bradford, 319–334. DOI: 10.1108/ER-07-2020-0346.
Sammons, P. (2005). Buying Knowledge. Effective Acquisition of External Knowledge. Burlington: Gower.
Sharkie, R. (2003). Knowledge creation and its place in the development of sustainable competitive advantage. Journal of Knowledge Management, 7(1), 20–31.
Su, E., & Daspit, J.J. (2021). Knowledge management in family firms: A systematic review, integrated insights, and future research opportunities. Journal of Knowledge Management, Vol. 26, Issue 2, 291–325. DOI: 10.1108/JKM-08-2020-0658.
Suurla R., Makkula M., & Mustajärvi, O. (2002). Developing and Implementing Knowledge Management in Parliament of Finland. Helsinki: Oy Edita.
Taylor, H. (2007). Tacit knowledge. International Journal of Knowledge Management, 3, 60–73.
Wang, S., & Noe, R.A. (2010). Knowledge sharing: a review and directions for future research. Human Resource Management Review, 115, 20–22.
Widen-Wulff, G., & Ginman, M. (2004). Explaining knowledge sharing in organisations through the dimensions of social capital. Journal of Information Science; 448, 30–35.
Yi, J. (2009). A measure of knowledge sharing behavior: Scale development and validation. Knowledge Management Research & Practice, 7, 65–81.
Zhou, S., Siu, F., & Wang, M. (2010). Effects of social tie content on knowledge transfer. Journal of Knowledge Management, 14, 449-463.
Żarczyńska-Dobiesz, A., & Boniecka, K.(2022) Diversity at Work Place: Building the Commitment of four Generations. European Research Studies, Vol. 25, Issue 2, 19–30.
Copyright (c) 2023 Perspectives on Culture
This work is licensed under a Creative Commons Attribution 4.0 International License.
Autor, zgłaszając swój artykuł, wyraża zgodę na korzystanie przez Wydawnictwo Uniwersystet Ignatianum z utworu na następujących polach eksploatacji:
- utrwalania utworu w formie papierowej, a także na nośniku cyfrowym lub magnetycznym;
- zwielokrotnienia utworu dowolną techniką, bez ograniczenia ilości wydań i liczby egzemplarzy;
- rozpowszechniania utworu i jego zwielokrotnionych egzemplarzy na jakimkolwiek nośniku, w tym wprowadzenia do obrotu, sprzedaży, użyczenia, najmu;
- wprowadzenia utworu do pamięci komputera;
- rozpowszechniania utworu w sieciach informatycznych, w tym w sieci Internet;
- publicznego wykonania, wystawienia, wyświetlenia, odtworzenia oraz nadawania i reemitowania, a także publicznego udostępniania utworu w taki sposób, aby każdy mógł mieć do niego dostęp w miejscu i czasie przez siebie wybranym.
Wydawca zobowiązuje się szanować osobiste prawa autorskie do utworu.