CHAPTER IV: DATA ANALYSIS AND FINDINGS
2 The organizational factors influence knowledge sharing
After exploring the knowledge sharing status of academic researchers in RIA3, the author further investigated the factors influencing knowledge sharing in this scientific community. The results are presented in the following sections, working environment, leadership and information communication technology.
2.1 Working environment
Table 4.5 Coding of working environment
Theme Category Key concept
2.Organizational characteristic
2.1 Working environment
2.1.1 Negative factors 2.1.2 Positive factors
2.1.1 Negative factors Unfriendliness
Four out of fourteen interviewees answered that the unfriendliness is one of the reason reducing knowledge sharing activities. Like interviewees’ ideals below,
“Relation between employees is not enough friendly to exchange experiences and information” (B) or “colleagues is not friendly and create difficulties for each other.”(H)
Envy
Besides unfriendliness, envy was considered as an element influencing knowledge transfer. Four interviewees revealed that the competition in research created the envy between individual. For example,
Sharing knowledge should also limit because competition always exist in all areas. Jealousy between employees is one of reason for reducing knowledge sharing. Because research environment always increases pressure and competition, therefore I have to keep something for my own; and it can be seen as an advantage of mine (H).
2.1.2 Positive factors
Leadership
Several interviewees (5 out of 14) realized the importance of leaders in planning strategies for knowledge management. This factor was well described by one researcher,
“Leadership is the most influent factor in knowledge sharing. They should create a good working environment to promote sharing of knowledge within RIA3” (I). However, this seem to be ignored by RIA3’s leader one interviewee stated that,
Leader does not pay attention, interfere as well as encourage sharing knowledge.
They consider this issue as individual problem (B).
Therefore, one of interviewees offered a suggestion “Leader should concentrate on creating regulations to force employee to share knowledge” (J)
Professional environment
Most of employees expect to work at organizations where build good environment and good climate. In this section, author focused on the organization of seminars and difficulties in research process of employees.
Seminars
A surprising number of employees (all of employees) noted that their department did not organize any seminars. People merely reported situation of ongoing projects. Just like one employees said, “In my department, instead of holding seminars, formal meeting are replaced in beginning and the end of year. For example, orientations for culturing some kinds of mollusk” (J). Or “… My department usually held periodic meetings except unforeseen matters (B). Another employee stated that,
We meet every day more than in meetings. For example, informal meeting (e.g.
go to coffee shop, chatting in relax time). Formal meeting will be organized when collect ideals about submitting projects (I).
Most of interviewees (13 out of 14) encountered the lack of information and experience in research process. Even some employees who had many years of experience in science research, they still met difficulties in exchange experience. This was described by one employee “There are not enough information as well as document for researchers within RIA3; hence I usually seek information from other institutions” (K). Furthermore, they also had solutions to resolve this issue, one of them described,
It is very difficult to approach scientific research methods. In order to solve this problem, I have to update information and knowledge from people who have more experience. Another way is to look for research groups that to be in the same problems with me to exchange information (M).
Besides lacking of information, the geographical distance was a reason,
Email is a useful implement to contact with other people. Because I do not have chances in face to face with manager, so there are many limitations in acquiring knowledge from other people (E).
Interpersonal relationship
Another factor – Interpersonal relationship also affects knowledge sharing process in RIA3. Six of fourteen interviewed employees mentioned about increasing relationships between colleagues. Employee (D) expressed, “relationship between departments, or between colleagues in other departments is a determined factor to promote knowledge sharing process. If you do not have a good relation, you will not study experience from other people.” For instance, one interviewee gave a very clear circumstance of himself,
I work at central highland where the farthest provinces are Gialai and Kontum. I usually get data from there to serve my everyday work. If there is no relationship with local people, it will be difficult to finish my work (E).
Moreover, as regard with those who have just enrolled in RIA3, they also had the same explanation,
Not having a wide circle of acquaintances is a difficulty in scientific research in general and in knowledge sharing in particular. Because the year of work is not enough to establish relations, so this is my disadvantage (L).
Table 4.6 Summary of working environment
Working environment Number of interviewee Friendliness, trust
Envy Leader
Professional environment Relationship
4 4 5 14 5
2.2 Leadership
Based on the results of interviews, the leadership consisted of two key concepts, perception, strategies and policies (see table 4.7)
Table 4.7 Coding of leadership
Theme Category Key concept
2.Organizational characteristic 2.1 Leadership 2.2.1 Perception 2.2.2Strategies and policies
2.2.1 Perception
Nine employees recognized that the perception of managers in knowledge management as well as in knowledge sharing still limited. They merely encouraged by word, not had any spirit rewards or strategies and policies to promote knowledge sharing, like an interviewee expressed,
They want to share and exchange experience but they do not plan officially for it in yearly activities and strategies of organization. There is no any standard for this.
In conclusion, there is a big gap between desire and reality (K).
Other employees’ opinions,
“RIA3 has not planned for knowledge sharing. For example, when an employee comes back training courses, they are not compelled to diffuse new knowledge to other employees (C).” Alternatively, “Leaders only encourage by word. They do not establish any concrete solutions. This is mainly due to their limited recognition; they do not pay attention on knowledge sharing. (H)
Only one department encouraged employees exchange knowledge through material rewards. “If any employee write a scientific paper, particular in academic journal, they will received an amount of money (I)”
Besides, leaders of RIA3 also did not establish strategies to enhance sharing knowledge as well as did not pay attention to sharing knowledge in community. The lack of commitment of top leadership caused bad custom in employees. They did not want to contribute their own individual knowledge to organization’s knowledge resource. They had no dynamic to share knowledge with other employees. Some of employees expressed straightforwardly their point of view,
It is urgent to change leader style. That is to say, leader should have perception and understanding. In addition, they should build strategies to enhance the creation within organization. For example, a visionary leader is to facilitate employees post international journals, to increase organizational learning capacity (I).
Furthermore, managers of each department also played an important role in enhancing environment sharing knowledge, one of interviewee explained,
Middle level managers are people who are in direct contact with employees and diffuse organizational activities from top managers to employees. Hence, they have a critical role as “catalysis” between top managers and front-line workers.
However, middle level managers really do not care about sharing knowledge in their department; they only look after their own group (I).
Table 4.8 Summary of perception of leader
Perception Key points
Recognition
Style
encourage by word, and encourage by action, rewards
Building plans for knowledge sharing
2.2.2 Strategies and policies
Policies
Half of interviewees proposed that seminar should be held within organization.
Interviewee (F) notes that,
After finishing projects, seminars have been rarely organized by header of department. Although many employees are interested in these projects, they have no chance to approach.
As mentioned in perception section above, most of interviewees proposed that leaders had no any strategies or policies for sharing knowledge. Therefore, one employee pointed out that,
It is difficult to create knowledge sharing behaviors or practices within organization. Most of employee’s sharing knowledge behaviors are spontaneity.
They share knowledge if they like. Therefore, organization should promulgate rules or policies to force employee sharing knowledge. For example, finishing conference, they have to write a short report. If this process has been going repetitively by employees, it will create a good custom for everyone (K).
In addition, leaders always had a long-term vision, and the role of leader is to create a knowledge-sharing environment. Hence, they should set policies and strategies for enriching knowledge resource in organization,
Mechanism and policies need to be changed in order to promote cooperation between departments. An open mechanism leads to creation of friendly environment (M)
Social activities
Nearly all departments did not organized social meeting to facilitate communication between employees. The social meetings were primary held by a group of employees who had the same area. For example, an employee revealed,
Our department has rarely organized social meeting, hence we usually discuss everything (from difficulties in our lives to exchange information in work) in coffee shop. However, we are not only in the same department but also in other departments, as long as we have in common with point of view or research area (H).
Another reason that caused the lack of social meeting was explained below,
Because the number of employee in my department is fewer than other department, and employees usually meet each other every day, so social meeting is not organized in my department. (E)
Although there were no social activities in each department, however in order to enhance communication between departments, social activities such as, farewell party, end year dinner, festive occasion have been taken place in RIA3, one of employees felt that,
Such a helpful activity should be held in organization. It creates friendly environment to promote communication within RIA3. Hence, employees will easily cooperate each other in their research process (J)
Table 4.9 Summary of policies and strategies
Policies and strategies Key point Social activities
Academic activities
Social meeting, farewell party and festive occasion
Seminar, orientations
Summary
To sum up, even though employees have recognized obviously the status of knowledge sharing within RIA3, it is very clear that the role senior managers as well as middle lever manager in knowledge management is very limited. There is no regulation for knowledge sharing. Besides, they do not create any good environment to nurse knowledge resource because of not paying attention to academic environment.
2.3 Information communication technology (ICT)
Table 4.10 Coding of ICT
Theme Category Key concept
2.Organizational characteristic 2.2 ICT 2.3.1 Intranet, email
2.3.2 Database, knowledge portal
2.3.1 Intranet
From the results of interviews, it was very unbelievable to realize that there were total of 12 employees who rarely used intranet and the others did not use to share data and knowledge. A new employee shared her ideal that,
I have rarely used intranet, I fell it stores common documents that only assist to administrative staffs not to academic researchers. Hence, I usually discuss directly with experienced colleagues in my department. (A)
In fact, documents and data that were stored in intranet were nearly insufficient for researchers. This does not satisfy interviewees, as highlighted by one interviewee,
I have seldom used intranet because information is not only invaluable but also unspecific. I think everyone only use it to save “normal” documents, not results of projects (K).
Furthermore, although interviewees do not like to use intranet, they really want to be sign in a forum or online discussion platforms. They exposed the pleasantness about this issue, one interviewee pointed out,
Maybe, young employees will like online platforms very much. Firstly, they can expand their relation with colleagues in other department. (Years of working are not enough to familiar to everybody). Secondly, they can easily discuss that it is not necessary in face to face. The last one is get more experience when they sign in these platforms (L).
Besides, it is undoubtedly that online discussion platform is a good implement for those who stay far from headquarter. For instance, employees are studying abroad and working at other branches. One interviewee provided an example,
Of course this is very useful, particular for employments those who are staying in other places. Through these tools, everybody not only understands each other but also bridge the gap between employees, especially between departments. (J)
Regarding infrastructure of knowledge storing in RIA3, some of employees recommended activities in order to reserve experience and intellectual capital of researchers. One of them explained,
Only tradition library and intranet store data. Employees in information department have to be encouraged to take courses in order to keep up with new developments. Furthermore, technology should be frequently updated. (B)
In order to transfer easily experience, it is likely that email is an important implement. In fact, all interviewees usually use email to communicate each other.
Communicate and share ideas with others mainly via email. However, depend on kind of information; when information is not broadly diffused, I am usually in face to face discuss. (C)
2.3.2 Database, knowledge portal
The majority of the respondents viewed that it is very necessary to update the technologies infrastructure to facilitate the knowledge storing. The problems which faced by RIA3 in using IT for knowledge management were also answered very excited. All interviewees also agreed with this ideal,
The lack of technology for digitalizing and storing documents, knowledge repository is poor although RIA3 has many successful results. With the explosive growth of information, the status of RIA3 is very underdeveloped and primitive (L).
Finished projects and diary of projects and original data of projects as well are not recorded. Hence, complement of technology particular data management system is an urgent plan (C).
Another interviewee criticized straightforwardly status of technology within RIA3, Our organization has only supported internet and intranet. Except these tools, there are no any supports of technology, for example knowledge portal, knowledge forum. It is not convenient for people who stay in other places beside
Furthermore, it can be seen that the storing knowledge is very simple. One interviewee recommended that it should create a knowledge portal so that people can access, create organize and utilize knowledge more easily,
Information is primarily processed in traditional methods. Technology is not mostly utilized for storing. In my opinion, the results of projects have to be stored in two ways, tradition and electronic. In addition, technologies are always updated.
Presently, it is difficult to seek information of finished projects (C)
Therefore, a large number of interviewee would like to implement infrastructure (only one interviewee have another ideal), they are unanimous in updating technology for storing knowledge, and one of them noted that,
We need to update infrastructure for RIA3, particular utilize new technology for storing results and new discovery in research process.
Moreover, an online community had to establish for employees, particular facilitate new employee fast seek and approach new knowledge. For example, one interviewee provided an example,
It is necessary to create social as well as academic forums for everyone. This aims to bridge the gap of employees between different departments. This will be easier for new employees when they integrate into new environment. (L)
However, interviewee (I) commented another ideal, which was very important,
Human resource in information technology and information management is a crucial factor that leads to success of application technology. The lack of staffs in this field is not merely paid attention. The staffs who work at information section must have a little understanding in aquaculture. This assists the arrangement of information in organization more exactly.
Summary
In conclusion, although internet and intranet are the only tools assisting researchers in organization, employees are not got much from these supports. Furthermore, it is also
interesting to note that most of employees want to sign in an online platform to enhance friendliness between departments even if there is no any forum in department as well as in RIA3. In addition, the last problem of technology is the lack of information and knowledge portal as well as update infrastructure.
DISCUSSION
1. The current state of knowledge sharing in academic researchers in RIA3
From the results of this study, it revealed that academic researchers shared knowledge through a lot of channels by formal and informal flows as well as their perception about knowledge sharing. Most of interviewed researchers considered formal ways to share knowledge
Formal flows of knowledge
From the results of interviewed employees, the study arrives at the conclusion that opportune information is very valuable in scientific community. Therefore, in face-to-face conversation and conference as well are considered as favorite information channels of employees. They attempted to come in the flow of knowledge between people in departments or between departments. Meanwhile, although many of employees want to exchange updated information via seminars and meetings, these activities are received little attention from their communities.
Informal flows of knowledge
Employees utilized several methods to implement scientific information and transformed it to their own knowledge. These are social network, imitation and observation. It is quite different between employees in the interviews. None of them was noticed more than the others. The rate of attention from participants on these patterns is
Perceptions of academic researchers
Although knowledge flow are important in sharing knowledge, they are not the whole story. It can be seen that knowledge sharing not only depends on the manners of sharing but also on perceptions and behaviors of each individual. Trust in organization promotes effective knowledge sharing and decreases resistance barrier to share knowledge (Hsiu-Fen, 2006). Therefore, the willingness of sharing knowledge is a good pattern to enrich knowledge sharing activities. RIA3’s community has an obvious cognition; they willingly eliminate difficulties to exchange knowledge.
Table 4.11 Results of knowledge sharing
Aspects of knowledge sharing Contents
Formal flows of knowledge Conference
Discuss (face to face) Formal meeting Informal flows of knowledge Social network
Observe and Imitate Group working Others
Perceptions of employees Transparence Willingness
2. The organizational characteristics influence knowledge sharing
The results regarding to the organizational characteristics influencing knowledge sharing are depicted as Table 5.2. The effects of working environment, leadership and technology are concluded below.
Working environment
According research of Holowetzki (2002), building an environment that foster conversation, relationships and trust among employees is key factors to create an effectively knowledge-sharing environment. Therefore, creating and sustaining a professional environment is the most interesting issue of employees in RIA3. Besides, there are also many elements influencing knowledge culture in RIA3, such as unfriendliness, trust envy, leader and relationship.
Leadership
The vision and direction for knowledge sharing initiatives must be provided by the organization’s leader. The lack of commitment of managers is one of reasons that affect employees’ behavior and perception in knowledge sharing. Leader must become a catalyst, a coordinator in knowledge management, particular they should create advantages to facilitate participants cultivate and transfer knowledge in organization (Holsapple & Joshi, 2000). In this study, although attitudes were major effects on intentions to encourage knowledge sharing, behavioral control also positively affected knowledge-sharing environment.
The vision and direction for knowledge sharing initiatives must be provided by the organization’s leader. The lack of commitment of managers is one of reasons that affect employees’ behavior and perception in knowledge sharing. Leader must become a catalyst, a coordinator in knowledge management, particular they should create advantages to facilitate participants cultivate and transfer knowledge in organization (Holsapple & Joshi, 2000). In this study, although attitudes were major effects on intentions to encourage knowledge sharing, behavioral control also positively affected knowledge-sharing environment.