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Abstract:
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This paper examines knowledge sharing in business environments and cultures that are hostile to
knowledge sharing. We focus on knowledge sharing as it relates to individual behavior and
management as guiding basically willing individuals. We elaborate the dimensions related to
knowledge hoarding, apprehension about failures, and the Not-Invented-Here syndrome by
investigating their features in knowledge-sharing hostile environments. Empirically, we explore a
context not widely covered by the Western management literature on knowledge sharing: we draw on
the examples of six Russian companies, three with and three without Western ownership. In terms of
action orientation, we suggest that in knowledge-sharing hostile environments management needs
initially to force knowledge sharing in order to transform the hostility into a knowledge embracing
culture. We outline concrete guidelines of how to overcome the specific barriers to knowledge sharing.
Key words: knowledge sharing, knowledge-sharing hostile environments, Russian companies |
This work is licensed under a Creative Commons License.
