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Knowledge Sharing Differences Between Engineering Functional Teams: An Empirical Investigation

机译：工程职能团队之间的知识共享差异：实证研究

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摘要

Studies on organisations have indicated the significance of acknowledging subcultures across an organisation. It is therefore important to consider dedicated Knowledge Management (KM) strategies for different "entities" within each ontology level to suit their unique characteristics. However, a review of the literature indicates that this concept so far appears to have only been applied down to departmental level. There is little research exploring the next level down, to whether or not different "teams" require different KM strategies to remain competitive. In order to answer this question, this research explores what differences there are between teams in the context of KM by using a case study of a medium-sized high-tech manufacturer in New Zealand. Different KM practices between homogeneous teams of design engineers from different technical disciplines within the same department were investigated. The findings confirmed that in the context of KM, teams within a department do not always behave homogeneously. Four factors that caused different tacit knowledge sharing practices between the functional teams in the Engineering Department of the case company were identified: The nature of the technical discipline, team resources, departmental structure design and team culture. Based on these findings, a KM approach defining a specific KM strategy for each team was then proposed. This approach provides managers with an alternative perspective on KM implementation, which may help mitigate the high failure rate of KM among businesses reported in the literature.
机译：对组织的研究表明，认可整个组织中的亚文化很重要。因此，重要的是针对每个本体级别内的不同“实体”考虑专用的知识管理（KM）策略，以适合其独特的特性。但是，对文献的回顾表明，到目前为止，该概念似乎仅在部门级应用。关于不同的“团队”是否需要不同的知识管理策略以保持竞争力，很少有研究探索下一个层次。为了回答这个问题，本研究通过对新西兰一家中型高科技制造商的案例研究，探讨了在知识管理方面团队之间存在哪些差异。研究了来自同一部门不同技术学科的同类设计工程师团队之间不同的KM实践。调查结果证实，在知识管理的背景下，部门内的团队并不总是表现一致。确定了导致案例公司工程部门的职能团队之间不同的隐性知识共享实践的四个因素：技术学科的性质，团队资源，部门结构设计和团队文化。基于这些发现，然后提出了一种知识管理方法，该方法为每个团队定义了特定的知识管理策略。这种方法为管理人员提供了关于知识管理实施的另一种观点，这可能有助于减轻文献中报道的企业中知识管理的高失败率。

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