Knowledge Sharing

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Knowledge Sharing

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dc.contributor.author Holdt Christensen, Peter en_US
dc.date.accessioned 2009-02-04T10:23:32Z
dc.date.available 2009-02-04T10:23:32Z
dc.date.issued 2003-10-24T00:00:00Z en_US
dc.identifier.isbn 8791181534 en_US
dc.identifier.uri http://hdl.handle.net/10398/6331
dc.description.abstract The concept of knowledge management has, indeed, become a buzzword that every single organization is expected to practice and live by. Knowledge management is about managing the organization’s knowledge for the common good of the organization – but practicing knowledge management is not as simple as that. This article focuses on knowledge sharing as the process seeking to reduce the resources spent on reinventing the wheel. The article introduces the concept of time sensitiveness; i.e. that knowledge is either urgently needed, or not that urgently needed. Furthermore, knowledge sharing is considered as either a push or pull system. Four strategies for sharing knowledge – help, post-it, manuals and meeting, and advice are introduced. Each strategy requires different channels for sharing knowledge. An empirical analysis in a production facility highlights how the strategies can be practiced. en_US
dc.format.extent 17 s. en_US
dc.language eng en_US
dc.relation.ispartofseries MPP Working paper;2003-12 en_US
dc.subject.other videndeling en_US
dc.subject.other videnledelse en_US
dc.subject.other videnoverførsel en_US
dc.title Knowledge Sharing en_US
dc.type wp en_US
dc.accessionstatus modt03okt24 inrumo en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Ledelse, Politik og Filosofi en_US
dc.contributor.departmentshort LPF en_US
dc.contributor.departmentuk Department of International Economics and Management en_US
dc.contributor.departmentukshort MPP en_US
dc.idnumber 8791181534 en_US
dc.publisher.city København en_US
dc.publisher.year 2003 en_US
dc.title.subtitle time sensitiveness and push-pull strategies in a non-hype organisation en_US


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