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.identifier.uri |
http://hdl.handle.net/1794/9477 |
|
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.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 |