Further research on other categories of knowledge sharing behavior is needed.
There are numerous challenges to implementing knowledge sharing strategies, and many can be divided into two categories: those we encounter at the micro/operational level and those encountered at the macro/strategic level within an organization or organizations.
In terms of the innovation system matrix categories, the contention about the predominance of passive knowledge sharing reflects weak network conditions because knowledge producers do not have intense interaction with users, and this leads to inadequate knowledge exchange.
We are thinking through collaboration and knowledge sharing.
So we have been finding ways to facilitate knowledge sharing.
Everyone wants better knowledge sharing.
We derive a non-exhaustive typology of MNC knowledge-sharing practices: self-organizing knowledge sharing, technocratic knowledge sharing, and best practice knowledge sharing.
Knowledge sharing integrates knowledge transfer, translation and transformation.
270 knowledge workers of knowledge-based organisations were surveyed about their perceptions of knowledge sharing capability, and knowledge sharing success.
Knowledge sharing success, to a great extent, lies in the employees' capability to share knowledge.
Their knowledge sharing behaviors have significant influence over individual knowledge sharing within the subsidiary.
