Identification of Organizational Cultural Factors That Impact Knowledge Sharing
| dc.contributor.author | Campbell, Michael J. | |
| dc.date.accessioned | 2009-07-22T19:38:10Z | |
| dc.date.available | 2009-07-22T19:38:10Z | |
| dc.date.issued | 2009-07-22T19:38:10Z | |
| dc.description | This paper was completed as part of the final research component in the University of Oregon Applied Information Management Master's Degree Program [see htpp://aim.uoregon.edu]. | en_US |
| dc.description.abstract | The purpose of this literature review is to identify organizational cultural factors that impact knowledge sharing. In organizations able to cultivate a knowledge-sharing work environment, employees share ideas as a natural part of their job function, rather than something they are forced to do. The selected literature reveals that there are six key social factors that impact knowledge sharing: trust, autonomy, power politics, care, competence leverage, and collaboration; and two key motivational factors: incentives and motivation. | en_US |
| dc.identifier.uri | https://hdl.handle.net/1794/9477 | |
| dc.language.iso | en_US | en_US |
| dc.relation.ispartofseries | AIM Capstone 2009;Michael J. Campbell | |
| dc.subject | Knowledge sharing | en_US |
| dc.subject | Organizational cultural factors | |
| dc.subject | Applied Information Management | |
| dc.subject | AIM | |
| dc.subject | Data | |
| dc.title | Identification of Organizational Cultural Factors That Impact Knowledge Sharing | en_US |
| dc.type | Other | en_US |