This article will examine the potential impact factors for recipient to receive effective knowledge sharing information. We studied from literature to understand some factors that were considered influential in knowledge sharing to recipients. Furthermore, the finding suggests the method of putting the right knowledge to the right people for more effective knowledge sharing.
Participants may be influenced by perceived recipient knowledge needs and behaviors when making knowledge sharing choices (Lichtenstein, Sharman and Hunter, Alexia, 2005). Because the sharing of knowledge precedes the utilization of knowledge, the sender and receiver cannot measure the realized value of knowledge when deciding to share. Sharing knowledge is innate to our human nature to want to connect and collaborate with others.
Another key success for communication is determining the main influence on how knowledge is shared when the receiver receives the information from the sender. First, we examine knowledge management in particular on the process of knowledge sharing, emphasizing the impact factor from the perspective of the recipient's knowledge needs. We then summarize the research methodology and present findings from the case studies, providing a range of key recipient influences on knowledge sharing.
LITERATURE REVIEWLITERATURE REVIEW
Knowledge Management Process
For example, when you learn something from the specialist, you should share or discuss the knowledge and take a note of the knowledge in a paper. The process explains how to gather the knowledge in the company by balancing people, process and IT. The importance of the knowledge transfer that is needed and can be used means that you have to send the message to the right person at the right time.
To focus on effective communication, we must consider the person we are sharing the knowledge with and the time at which the knowledge is shared for greater effectiveness in the organization. To ensure that knowledge is transferred to the recipient, we need to know the methods of knowledge transfer. a) Determine what knowledge is needed. In our research, the knowledge transfer model mainly includes the process model and the factor model.
We study knowledge transfer as the process of making knowledge transfer from the knowledge source to recipients in contextualization.
Knowledge Sharing Process
- Information Benefits
- Organizational Structural Influences
- Social Structural Influences
- Individual need
- Context
- Conflict
Chih-Jou Chen, Shiu-Wan Hung (2010) and Nancy Dixon (2002) focused on costs and benefits, extrinsic and intrinsic motivation, social and personal cognition, organizational climate, which are factors influencing knowledge sharing. They found that people believe that current knowledge sharing will lead to the fulfillment of a future knowledge requirement. People tend to receive information when the knowledge distributor realizes the likely advantages and benefits that knowledge sharing will bring, and they return the benefits they receive.
They believed that in the context of the organization, the incentive mechanism and technical support should make a satisfactory contribution to knowledge sharing within the company. Moreover, Chih-Jou Chen, Shiu-Wan Hung (2010), and Dixon (2002) study factors affecting individuals' willingness to share knowledge and found that organizational purpose and organizational climate are the influencing factors for sharing knowledge. People tend to receive the information when the knowledge distributors have clear goals and have the same values, needs, and experiences in knowledge sharing behavior as the recipients need.
Trust is the relationship between the sharer and the receiver of knowledge that can be associated with the performance of knowledge transfer. Therefore, trust is especially important in voluntary behavior, such as sharing knowledge in a virtual community. Sharman and Alexia (2005) found that recipients have individual difficulties in sharing knowledge, such as belief, attitude, intention and behavior.
They also explore receiver-based knowledge sharing to understand the relationship between sharers and receivers. Wan, Liu, Li, Xu (2009) say that several factors can affect communication breakdown, namely knowledge ambiguity and distance, which can be a barrier to knowledge sharing. In our context, facilitating condition variables are defined as variable objective factors in the environment that can be used based on knowledge sharing hypotheses.
The table below we provide variable and validate the influence factors of recipients to receive effective information from knowledge sharing. Our table provides insight into the reasons for recipients' decisions, including knowledge sharing. From our literature review, we would like to use the variables from the recipients' perception of receiving information from knowledge sharing.
From our examination of the variables represented by the recipient-based model of knowledge sharing led to the emergence of a set of key recipient-based influences on knowledge sharing, comprising recipient issues that influence sharers' beliefs and behaviors.
METHODOLOGYMETHODOLOGY
Grimm Power Limited is an energy company based in Thailand that focuses on the development, financing, construction and operation of green power plants. They are currently achieving high growth in industrial power generation in Thailand, providing electricity and steam to more than two hundred customers, including the Electricity Generating Authority of Thailand (EGAT) and Electricity of Vietnam (EVN). Since they started business in 1993, the company has not changed any management process such as job description, employee duties, organization chart and policy.
They have to hire new staff, more than fifty people per year and newcomers have to face the old system and the belief in the organization. At the company they have all kinds of people, including Thais and foreigners, managers and engineers, women and men, all with different colors, religions and from different generations, all under one roof. This situation provided an opportunity to identify and explore related issues of knowledge sharing with recipients as colleagues.
For all the interviewees they were important people who received the policy directly from the new CFO and also they were team leaders and managers in the company. We ended up with six recipient perception entities which were information benefits, organizational structure influences, social structure influences, individual needs, context and conflict. Effective modeling of knowledge sharing in the organizational environment requires an understanding of the structural contexts experienced by recipients.
The question was developed inductively by focusing on identifying recipient-based issues in knowledge sharing and some from question-related theoretical concepts from the literature. Moreover, the question improved our understanding to know which variables could be the factors to be successful in knowledge sharing. We collected relevant information benefits (solution, problem solving, knowledge advantage, validation, performance improvement, legitimization), organizational (function, hierarchical, goal, task interdependence), social (influence, trust, friendship, gender, exchange), individual need (attitude, need, self-confidence), context (resource and channel support) and conflict on receivers' perception to receive information more effectively.
These people experienced and handled complex requests for information that required them to rely on each other's who have expertise in various knowledge, including chief financial officer which is the issue for this study. This research's question study on organizational structure and social structure, which are independent variables, influence the respondents of benefits from information search, which are the dependent variables.
DATA ANALYSIS
FINDING
- Information Benefits
- Solution
- Improve Performance
- Problem Solving
- Topic of knowledge
- Organizational Influences
- Job responsibilities
- Boss
- Colleagues
- Social Influences
- Friend
- Education
- Religion
- Trust
- Experience of speakers
- Context
- Channel
- Environmental
- Culture
In our study, we discuss what might be the factors that influence people to receive information from other people. According to the findings of the interview of 10 respondents, there are several factors that motivate the reception to receive new knowledge from the exchange of knowledge. We can see that it is not only a person's personal decision that is the main factor when a person decides to receive knowledge, it also comes from a responsibility that cannot be avoided.
Parker, A. (2001) found that task interdependence has the strongest influence on recipients' perception of receiving new information. According to the previous factor, we can say that task and role have an effect on people to influence to receive knowledge. Bosses are the most important factor in influencing their decision to acquire some knowledge to work on site”.
On the other hand, some of the respondents argued that "the reason they receive new information from knowledge sharing is because they have to cooperate with their colleagues to get a job done within time. The respondents described that "friends are the group of people who is very effective on recipient to receive new knowledge.This is one of the factors that influenced them to receive knowledge because they need to grow to be the successful people and make their people spur to themselves.
When we believe something, it will easily influence us to receive the new thing. The respondents agreed that if they want to influence other people, they should start from trust, then people will more easily receive knowledge from you, because it has shown that you are reliable and you believe reasonably. Our respondents found that “face-to-face or face-to-face communication is one of the most effective communication channels in their organization” for receiving more effectively.
The respondents described that "they will be more comfortable in an environment if they have a close relationship with their partners, where there is a pleasant and easy atmosphere between conversations". The key to obtaining effective information is to recognize a large number of environmental factors, such as section, clauses or implied terms. Figure 5.1: Result from our study: Influence factors for knowledge receivers to get effective information from knowledge sharing.
They need more information to understand what the right response might be to the recipient's perception so that they can receive effective knowledge sharing information.
RECOMMENDATION
The leader must build belief, interest in knowledge, reliability of learning, people more effective receiver, because they think it is worth knowing from people who can trust. A leader should avoid communication barriers such as hierarchy, power distance in the organization, and individual thought in order to more effectively connect the sharers with the needs of the receivers.
CONCLUSION CONCLUSION
