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Stop model - Knowledge sharing

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Ora Setter
Ora Setter

STOP model for knowledge sharing

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The Psychological Contract of Knowledge Sharing ( KS ) in technological organizations Dr. Ora Setter Faculty of Management – Tel Aviv U
Overview ,[object Object],[object Object],[object Object],[object Object],[object Object]
Psychological Contract ,[object Object],[object Object],[object Object]
The new, agile organization ,[object Object],[object Object],[object Object],[object Object],[object Object]
ORGANIZATIONAL CONTEXT CONTENT TECHNOLOGY PROCESSES BUSINESS STRATEGY ORGANIZATIONAL CULTURE AND POLITICS TECHNOLOGICAL TRANSPARENCY KM STRATEGY: REUSE OR INVENTION
Is KS natural? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
[object Object],[object Object]
Lets go to nature …
Ks is natural - animals do it ,[object Object],[object Object]
WHY? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
… And people do it by ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Because .. ,[object Object],[object Object],[object Object],[object Object],[object Object]
So … ,[object Object],[object Object],[object Object],[object Object],[object Object]
Force field ( Kurt Lewin ) ,[object Object],Driving Forces
The “ stop ” model ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Social Barriers ,[object Object],To be “ in ” you have to be “ in the know ” To be “ in the know ” you have to be “ in ”
Why? ,[object Object],[object Object],[object Object],[object Object]
Result : ,[object Object],[object Object],[object Object],Whole parts
Research finding show that ,[object Object],[object Object],[object Object],[object Object]
To Overcome the Social Barriers We Need to ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Technological Barriers ,[object Object],[object Object]
Why? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Results ,[object Object],[object Object]
Overcome the technological barriers ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational Barriers ,[object Object],[object Object],[object Object],Organizational Knowledge ideology : Markets Covenants
Culture ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational space ,[object Object],[object Object],[object Object]
Solutions : ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
University, linux, cyberculture Consultants, “ expert exchange ” microsoft example Cooperation and creation “ fountain of knowledge ” Exchange and reuse Objective of ks Trust and faith obligations Trust and rules entitlements Conditions focus Re - creation and economy of knowledge Fun and kinship Intangible payment : reciprocity, repute, altruism rewards Development of society Personal utility Value in Partners and servers of knowledge Buyer, seller, broker participants Mission, Public good Property , possession Knowledge is Covenant Market – balance sheet
Problems with Market ideology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problems with covenant ,[object Object],[object Object],[object Object],[object Object],[object Object]
result : ,[object Object],[object Object],[object Object],[object Object]
Current Trend ,[object Object],[object Object],[object Object]
Result ,[object Object],[object Object],[object Object],[object Object]
Adequate organizational practices ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Personal barriers ,[object Object],[object Object]
Problems with personal barriers ,[object Object],[object Object],[object Object],[object Object],[object Object]
Result ,[object Object],[object Object]
What to do? ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organizational culture Personal insecurities Technological opaqueness Social boundaries
Changing the psychological contract ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Changing the contract ,[object Object],[object Object],[object Object]

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Stop model - Knowledge sharing

  • 1. The Psychological Contract of Knowledge Sharing ( KS ) in technological organizations Dr. Ora Setter Faculty of Management – Tel Aviv U
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  • 5. ORGANIZATIONAL CONTEXT CONTENT TECHNOLOGY PROCESSES BUSINESS STRATEGY ORGANIZATIONAL CULTURE AND POLITICS TECHNOLOGICAL TRANSPARENCY KM STRATEGY: REUSE OR INVENTION
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  • 29. University, linux, cyberculture Consultants, “ expert exchange ” microsoft example Cooperation and creation “ fountain of knowledge ” Exchange and reuse Objective of ks Trust and faith obligations Trust and rules entitlements Conditions focus Re - creation and economy of knowledge Fun and kinship Intangible payment : reciprocity, repute, altruism rewards Development of society Personal utility Value in Partners and servers of knowledge Buyer, seller, broker participants Mission, Public good Property , possession Knowledge is Covenant Market – balance sheet
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  • 40. Organizational culture Personal insecurities Technological opaqueness Social boundaries
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