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Knowledge sharing and dialogue among...

Harrison, Priscilla.

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Knowledge sharing and dialogue among information technology workers: A case study using a public works department.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Knowledge sharing and dialogue among information technology workers: A case study using a public works department./
作者:	Harrison, Priscilla.
面頁冊數:	107 p.
附註:	Source: Dissertation Abstracts International, Volume: 75-03(E), Section: B.
Contained By:	Dissertation Abstracts International75-03B(E).
標題:	Information Technology. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3602401
ISBN:	9781303543135

Knowledge sharing and dialogue among information technology workers: A case study using a public works department.
Harrison, Priscilla.

Knowledge sharing and dialogue among information technology workers: A case study using a public works department. - 107 p.

Source: Dissertation Abstracts International, Volume: 75-03(E), Section: B.

Thesis (Ph.D.)--Capella University, 2013.

The problem addressed in this study is the willingness or reluctance of information technology (IT) knowledge workers and managers to share knowledge. The purpose of the study was to examine the willingness or unwillingness of technical personnel in IT to share technical knowledge and the issues surrounding their reluctance, if any. The study investigated the conditions and circumstances in which IT managers and workers share knowledge. The research design was a case study that involved selected individuals of a Public Works Department, specifically the IT department, using purposeful sampling. Data from the interviews evolved through the process of identifying commonalities within the transcripts. To distinguish the data, concepts were color coded and labeled. Field notes, transcripts from the interviews, and member checking were used to triangulate the data. Results of the study produced three specific categories: the Essence of Knowledge Sharing (EKS), the Power of Not Sharing Knowledge (PNSK), and Competitive Advantage (CA). The data indicated that the EKS acknowledged IT workers and managers' willingness to share. The PNSK affirmed the participants' unwillingness and fear of sharing knowledge, while CA verified the participants' unwillingness to share knowledge. An implication of the study would be to allow IT knowledge workers who are unwilling to share knowledge to work on projects with more visibility and personal recognition. Based on the results of the research, recommendations include that IT workers and managers have more control of their own projects and have in-depth professional involvement so that they will be more willing to share their knowledge with each other.

ISBN: 9781303543135Subjects--Topical Terms:

1030799
Information Technology.

Knowledge sharing and dialogue among information technology workers: A case study using a public works department.
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520 $a The problem addressed in this study is the willingness or reluctance of information technology (IT) knowledge workers and managers to share knowledge. The purpose of the study was to examine the willingness or unwillingness of technical personnel in IT to share technical knowledge and the issues surrounding their reluctance, if any. The study investigated the conditions and circumstances in which IT managers and workers share knowledge. The research design was a case study that involved selected individuals of a Public Works Department, specifically the IT department, using purposeful sampling. Data from the interviews evolved through the process of identifying commonalities within the transcripts. To distinguish the data, concepts were color coded and labeled. Field notes, transcripts from the interviews, and member checking were used to triangulate the data. Results of the study produced three specific categories: the Essence of Knowledge Sharing (EKS), the Power of Not Sharing Knowledge (PNSK), and Competitive Advantage (CA). The data indicated that the EKS acknowledged IT workers and managers' willingness to share. The PNSK affirmed the participants' unwillingness and fear of sharing knowledge, while CA verified the participants' unwillingness to share knowledge. An implication of the study would be to allow IT knowledge workers who are unwilling to share knowledge to work on projects with more visibility and personal recognition. Based on the results of the research, recommendations include that IT workers and managers have more control of their own projects and have in-depth professional involvement so that they will be more willing to share their knowledge with each other.
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