Knowledge sharing is the corner-stone of many organisations’
knowledge-management (KM) strategy. Despite the growing significance of
knowledge sharing’s practices for organisations’ competitiveness and market
performance, several barriers make it difficult for KM to achieve the goals and
deliver a positive return on investment.
This list of knowledge sharing barriers provides a helpful
starting point and guideline for senior managers auditing their existing
practices with a view to identifying any bottle-necks and improving on the
overall effectiveness of knowledge-sharing activities.
The list will also give some indication of the complexity of
knowledge sharing as a value-creating organisational activity.
The list is derived from an academic paper by Andreas Riege (“Three-dozen knowledge sharing barriers managers must consider”) and is divided into three categories: individual, organisational and technological.
Check out how many of these you’ve experienced. Are there more than can be added to the list?
Individual knowledge sharing barriers
- general lack of time to share knowledge, and time to identify colleagues
in need of specific knowledge; - apprehension of fear that sharing may reduce or jeopardise people’s job
security; - low awareness and realisation of the value and benefit of possessed
knowledge to others; - dominance in sharing explicit over tacit knowledge such as know-how and
experience that requires hands-on learning, observation, dialogue and
interactive problem solving; - use of strong hierarchy, position-based status, and formal power (“pull
rank”); - insufficient capture, evaluation, feedback, communication, and tolerance
of past mistakes that would enhance individual and organisational learning
effects; - differences in experience levels;
- lack of contact time and interaction between knowledge sources and
recipients; - poor verbal/written communication and interpersonal skills;
- age differences;
- gender differences;
- lack of social network;
- differences in education levels;
- taking ownership of intellectual property due to fear of not receiving
just recognition and accreditation from managers and colleagues; - lack of trust in people because they misuse knowledge or take unjust
credit for it; - lack of trust in the accuracy and credibility of knowledge due to the
source; and - differences in national culture or ethnic background; and values and
beliefs associated with it (language is part of this).
Organisational knowledge sharing barriers
- integration of KM strategy and sharing initiatives into the company’s goals
and strategic approach is missing or unclear; - lack of leadership and managerial direction in terms of clearly
communicating the benefits and values of knowledge sharing practices; - shortage of formal and informal spaces to share, reflect and generate (new)
knowledge; - lack of transparent rewards and recognition systems that would motivate
people to share more of their knowledge; - existing corporate culture does not provide sufficient support for
sharing practices; - deficiency of company resources that would provide adequate sharing
opportunities; - external competitiveness within business units or functional areas and
between subsidiaries can be high (e.g. not invented here syndrome); - communication and knowledge flows are restricted into certain directions
(e.g. top-down); - physical work environment and layout of work areas restrict effect
sharing practices; - internal competitiveness within business units, functional areas, and
subsidiaries can be high; - hierarchical organisation structure inhibits or slows down most sharing
practices; and - size of business units often is not small enough and unmanageable to
enhance contact and facilitate ease of sharing.
Technological knowledge sharing barriers
- lack of integration of IT systems and processes impedes on the way
people do things; - lack of technical support (internal and external) and immediate
maintenance of integrated IT systems obstructs work routines and communication
flows; - unrealistic expectations of employees as to what technology can do and
cannot do; - lack of compatibility between diverse IT systems and processes;
- mismatch between individuals’ need requirements and integrated IT
systems and processes restrict sharing practices; - reluctance to use IT systems due to lack of familiarity and experience
with them; - lack of training regarding employee familiarisation of new IT systems
and processes; - lack of communication and demonstration of all advantages of any new
system over existing ones.
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