Dr. Suhair Abdul-Baset Eid

Assistant Professor of Libraries and Information

Concept of Knowledge Sharing

The word sharing is from the verb to share, meaning to have a portion or part or share, as well as meaning to divide or obtain something equally. In the field of technology, it means giving people access to digital content via one of the communication means such as email, Facebook or Twitter «1». Sharing indicates cooperation and contribution in any aspect of activity. It is worth noting that there are a number of terms in Arabic used by Arab researchers in their translation of the English term Knowledge Sharing: knowledge splitting, knowledge sharing, knowledge participation, participation in knowledge.

The process of participation in knowledge is one of the most important processes of knowledge management; it is the main engine of the creativity process. Despite its importance, many studies believe that individuals still refrain from participating in this process in particular, in addition to some other knowledge management activities.«2» Although it is one of the important topics that must be stimulated within organizations. Here, sharing secrets of organizations and circulating them among all workers is not intended. There is information that must remain secret and private.

But what is meant is general information, and information that if shared, workers benefit from it, whether in improving work methods or creating new ones «3»

Sharing in knowledge represents the communication process between two or more participants, so they are included in the process of knowledge transfer. This process includes a knowledge stock available at the knowledge source, and through the interpretation of communications by the knowledge recipient, the outputs of this process represent the production of new knowledge.«4»

Participation in knowledge can be interpreted as searching for knowledge in places where it exists throughout the institution, so that individuals and groups share knowledge stored in places designated for storing knowledge. Through this meaning, knowledge recipients obtain it from the places where it exists, and understand it to work with it.«5»

Abdullah bin Awad Al-Sarhani«6» defines it as the process in which «information, skills, experiences, best practices… etc.» are shared between workers in the organization. What are known as knowledge management techniques from programs and systems and others can be used to raise the level of individuals' participation of their knowledge.

Sharing in knowledge also means inventing knowledge; because every person must add his own understanding when exchanging knowledge with others.

It includes individual, team, and organizational knowledge sharing. One of the als of participating in knowledge is to transfer knowledge from individuals to the team or organization. From here, this process can be described as follows: someone shares a part of his knowledge, and others obtain knowledge, add their own understanding, and transform it into their personal knowledge.«7» From here it can be said that participation in knowledge represents the heart of knowledge management. Innovation is the al of knowledge management, but innovation will not be achieved without the help of already existing knowledge. Sharing already existing knowledge and benefiting from it will accelerate the innovation process and improve its quality.

Through the previous definitions, it becomes clear to us that what is meant by participation in knowledge is:

Distribution of knowledge, sharing it, transferring it, publishing it and participating in it between persons or groups or departments within the institution, whether it is tacit knowledge «i.e. latent among individuals such as ideas, experiences, skills, feelings... etc.», or explicit knowledge «that can be transferred easily from one person to another via various information sources such as books, reports, work manuals and databases... etc.»; with the aim of improving performance and enhancing the decision-making process in the institution.

Importance of Participation in Knowledge

One of the main reasons that make participating in knowledge an important process: that knowledge is perishable; it will lose its value quickly when its owners do not use it.

The process of participation in knowledge depends on cooperation or mutual interaction, and consequently we find that when the exchange occurs, each party will benefit more than what can be lost in the case of hiding knowledge.

Organizations today require joint efforts between workers, for when an individual works alone, he is likely to fail. Many people need the support of others for them in their work, and consequently individuals will become more cooperative with each other, and share their knowledge, which contributes to achieving their als and the als of their organization «8».

With whom is knowledge shared?

The workers in the institution from among holders of thought and knowledge must have the desire and incentive to share these ideas and knowledge with others in the institution. The sharing process is carried out at several levels with overlapping but distinct interests, which are:«9»

• From individual to individual in the institution.
• From individual to a work team in the institution.
• Between work teams and each other.
• Between different departments within the institution.
• Between organizational units within the institution.
• Between institutions and each other.

Types of knowledge shared

Sharing in knowledge refers to that process through which explicit knowledge is shared and participated through exchanging documents and data, and this is done through interaction between members of the institution via face-to-face meetings, or via different communication means such as email, and others. As for tacit knowledge, it is shared through training and direct social interaction«10» or face-to-face communication, and providing opportunities for experimental learning«11» Organizations share not only the two types of knowledge, but also its value, and reliability.

Mechanisms of Participation in Knowledge

Participation in knowledge depends on the existence of effective mechanisms that allow that. These mechanisms can be formal such as reports, work manuals, training, designated official meetings and learning while working. Or informal, such as: meetings, symposia and discussion circles that do not take a codified official character, and are usually carried out outside work hours, which can be effective in small-sized groups, but would lead to the loss of a part of knowledge, as there is no guarantee that knowledge will transfer correctly from one person to another «12».

Barriers to Participation in Knowledge

Facilitating the process of participation in knowledge is one of the als institutions seek, but there are some barriers that can limit the sharing process, including:

• Hesitation of individuals in sharing what they possess of knowledge with others, for a number of reasons, the most important of which are:

• Desire to retain knowledge and fear of sharing it with others to maintain material gains.
• Fears of knowledge owners that they lose their authority and power as a result of participation in knowledge, especially tacit knowledge.
• Fear of participation in knowledge that might be wrong, and exposing the institution and others to harm.
• Fear of harming personal interest and desire to obtain benefit or compensation as a result of sharing knowledge«13».

• Ineffective and inefficient communication between members of the same organization.
• Lack of senior leadership supportive of participation in knowledge.

Researchers addressed a number of theoretical, individual, cultural and technical difficulties concerning participating in tacit knowledge. For example, Haldin-Herrgard noted five difficulties in participating in tacit knowledge:«14»

• Perception «i.e. awareness of knowledge stock»
• Language «and its limitation in expressing various forms of experiences»
• Time «i.e. the long time required to prepare and assimilate new knowledge»
• Value «the unlimited value of some types of tacit knowledge»
• Distance «the need for face-to-face interaction»

Stenmark added to that the lack of awareness of individuals who have some types of tacit knowledge, lack of readiness to participate, and fear of losing this valuable knowledge and hence losing competitive advantage«15»

Factors Affecting Participation in Knowledge

Kim and Lee in 2006 examined the impact of organizational construction, organizational culture, and information technology on knowledge sharing capabilities of workers. Riege in 2005 also suggested thirteen barriers to participating in knowledge, including formal authority and age and gender differences. In 2008 Ardichvili suggested that the following factors affect the readiness of individuals to participate in knowledge:«16»

• Motivation factors «personal benefits, considerations associated with community, and normative considerations»
• Obstacles «procedural, technical, and cultural»
• Facilitating factors «supportive corporate culture, trust, and tools»

Few of these factors were tested empirically. Moreover, empirical research indicates a lack of consensus regarding factors affecting participation in knowledge.

In the end, we emphasize that knowledge has become an important strategic source in building competitive advantage for organizations, and the most important resource than capital and labor force. It is the only resource that is not subject to the problem of scarcity, which increases with accumulation and does not decrease with use, but on the contrary its use contributes to generating new ideas and knowledge.

* Assistant Professor of Libraries and Information