Answer Garden 2: merging organizational memory with collaborative help
CSCW '96 Proceedings of the 1996 ACM conference on Computer supported cooperative work
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Organizational Learning: Creating, Retaining, and Transferring Knowledge
Knowledge and Organization: A Social-Practice Perspective
Organization Science
An empirical investigation of KM styles and their effect on corporate performance
Information and Management
Outsiders on the inside: sharing information through a computer archive
Outsiders on the inside: sharing information through a computer archive
HICSS '04 Proceedings of the Proceedings of the 37th Annual Hawaii International Conference on System Sciences (HICSS'04) - Track 4 - Volume 4
A Relational View of Information Seeking and Learning in Social Networks
Management Science
Informational Influence in Organizations: An Integrated Approach to Knowledge Adoption
Information Systems Research
Knowledge Management Strategies: Toward a Taxonomy
Journal of Management Information Systems
Social transparency in networked information exchange: a theoretical framework
Proceedings of the ACM 2012 conference on Computer Supported Cooperative Work
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Organizations need to effectively combine and utilize knowledge resources that are distributed amongst the employees and groups in the firm. This paper examines the use of knowledge-sharing mechanisms to leverage the learning, experience and expertise of employees accumulated across projects. I specify a framework that classifies the knowledge-sharing mechanisms used by project-based organizations. Prior research tends to examine only one dimension of knowledge-sharing mechanisms - personalization versus codification. Personalization mechanisms are often assumed to be more ad hoc and informal, and codification mechanisms are assumed to be formal and involve the use of electronic databases. In this paper, personalization versus codification and individualization versus institutionalization are highlighted as two distinct dimensions of knowledge-sharing mechanisms. Individualized knowledge-sharing mechanisms are informal and unstructured, while institutionalized knowledge-sharing mechanisms are formal and embedded in organizational routines and structure. A framework is presented to show how the two dimensions interact. Based on empirical case studies in two project-based organizations, the paper examines if there are suitable configurations of knowledge-sharing mechanisms for organizations with different characteristics. The study contributes to research by providing a more nuanced classification of knowledge-sharing mechanisms, and provides guidance to managers about the types of knowledge-sharing mechanisms that should be adopted based on the size, geographical dispersion and task nature of organizations.