Knowledge sharing in new organizational entities

The impact of hierarchy, organizational context, micro‐politics and suspicion

Bibliographic Data

ID20501355
AuthorsMartin Friesl (0000-0002-2189-5187, Lancaster University), Sonya A Sackmann (0000-0001-7846-652X), Sonja A Sackmann, Sebastian Kremser
EditorsKatharina Chudzikowski (0000-0002-4538-3012)
Year2011
Volume18
Issue1
Pages71-86
Publication date2011-02-08
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueCross Cultural Management An International Journal (JOURNAL)
Journal identifiersISSN: 1352-7606 • E-ISSN: 1758-6089
PublisherEmerald (PUBLISHER)
DOI10.1108/13527601111104304
OpenAlexW1494900348
LanguageEN
Citations received4
References cited41

Purpose The purpose of this study is to investigate the dynamics involved in knowledge sharing in knowledge intensive heterogeneous teams of the German Federal Armed Forces with a specific focus on new organizational entities. Design/methodology/approach The paper is based on qualitative research. The data were gathered through interviews with members of so‐called concept development and experimentation (CD&E) projects. These projects constitute a novelty for the whole organization and a cultural challenge for effective knowledge sharing, through its cross‐disciplinary, cross‐functional and cross‐hierarchical design. Hence, these projects are a good venue to study cultural dynamics in new organizational entities. Findings The analysis reveals that despite the structural separation of the new organizational entity, cultural imprint and cultural re‐import from the existing organization affected knowledge sharing. More specifically, four major influencing factors are identified in regard to knowledge sharing within the CD&E project team and between the team and the line organization; hierarchy, organizational context, micro‐politics and suspicion. The data suggest that these factors are precipitated by cultural imprint of the line organization. Research limitations/implications The qualitative research design is one limitation rendering only descriptions and propositions that need further testing in other settings. Another one is the research venue which allows only limited access for data collection. Practical implications The paper shows that the dynamics in CD&E projects require culturally sensitive project management, starting in the planning phase of the project. Originality/value The study investigates knowledge sharing in new organizational entities in knowledge intensive teams of a military organization. Both aspects, new organizational entities and non‐private organizations, have been neglected in research on knowledge sharing

Business · Knowledge management · Knowledge sharing · Organizational culture · Political science · Public relations · Computer Science · Innovation and Knowledge Management · Knowledge Management and Sharing · Team Dynamics and Performance