Knowledge Sharing, Organizational Culture, Employee Motivation, Intergenerational Knowledge Transfer, Information and Communication Technologies ICT, Knowledge Management
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This document discusses the importance of knowledge sharing and transfer within organizations, highlighting factors that influence its success, such as company culture, employee motivation, and communication.
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[...] - Bibliography Bratianu, C., & Orzea, I. (2012). Knowledge Strategies Analysis by Using the Analytic Hierarchy Process. Bucharest: The IUM Journal of Knowledge Management, Vol. No pp. 7-21. Edmunds, J., & Turner, B. (2005). Global generations: social change in twentieth century. The British Journal of Sociology/Volume 56, Issue 4/p.559-577. [...]
[...] Most of the new arrivals in my department are young people straight out of school. I find that the training was done mainly by the most experienced people in the team. I think they are aware of their expertise, and this transmission was done quite naturally to the younger ones' MA1 - 'I've been with the company for almost 15 years and as a manager, what I observe is that the more employees are well in their teams, the more they are told they are competent and that they feel recognized, the more they want to share this with others. [...]
[...] Collaboration - Project Work: Projects that involve collaboration between generations can lead to innovative results and better problem-solving. - Daily Tasks: Daily cooperation strengthens relationships and mutual understanding between generations. Knowledge Sharing - Motivation: Motivations for sharing knowledge vary but are generally high, which is positive for the organizational culture. - Personal Growth: Knowledge sharing contributes to the personal growth of employees of all generations. - Team Improvement: The improvement of the team/the company is a significant motivating factor, showing that employees value collective impacts. [...]
[...] Finally, knowledge is recognized as the most critical resource in the current economy and the main source of production and value for businesses. To fully exploit this resource, knowledge must be exchanged between employees. This exchange, a part of knowledge management, involves the transfer of knowledge across specialized domains. Knowledge sharing, which involves providing or receiving information related to a task, skills, and feedback on products or procedures (Foss, Husted, & Michailova, 2010), encompasses both explicit and tacit knowledge. It is vital for organizations, as it transforms individual knowledge into collective organizational knowledge. I. Theoretical Framework A. [...]
[...] This choice may reflect a preference for traditional communication methods, which can be effective but may also limit the engagement of younger generations who may prefer digital communication means. 75% of respondents have worked on projects requiring intergenerational collaboration, indicating that these interactions are common. The main challenges identified include a lack of mutual understanding and differences in work styles. These challenges highlight the need for adapted strategies to improve understanding and integration between generations. In conclusion, the analysis suggests that employees are generally motivated and engaged in knowledge sharing, with a preference for personal interactions. [...]
