The demystification of the underlying mechanism for architects' knowledge sharing behavior in a project team context is of importance to better appreciate the behavior in a theoretical sense and for effective managerial intervention in a practical sense.
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.
This puts friction on knowledge sharing.
So is knowledge sharing across silos.
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.
The results show that knowledge sharing is a coordination game with multiple equilibria, reflecting the fragility of knowledge sharing between innovators with conflicting interests.
Encourage knowledge sharing, continual learning.
