The different knowledge sharing models and concepts found in literature will be considered as part of the theoretical framework for this research subsequently enabling the development of the framework in this research. This theoretical understanding is important in order to understand which view has the better theoretical support so that this research will be driven by strong theoretical underpinning. Eisenhart (1991) describes a theoretical framework as ―a structure that guides research by relying on a formal theory…constructed using an established, coherent explanation of certain phenomena on relationships‖. Therefore, the establishment of a theoretical framework serves to incorporate the views and findings of other scholars studying a particular research subject of interest in order to justify a specific research focus and approach (Kumar, 2005). Thus, three theoretical frameworks were employed to develop the framework for this research. The three theoretical frameworks are (a) A Receiver Based Model of Knowledge Sharing (Lichtenstein and Hunter, 2008), (b) Knowledge Management Framework (Gorelick, 2005) and (c) A Framework of Knowledge Sharing Research (Wang and Noe, 2010)
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Knowledge is formed by individuals; and knowledge sharing in organisations is achieved through knowledge exchange where existing knowledge is transformed into new knowledge (Nonaka and Takeuchi, 1995). Knowledge sharing in organisations involves knowledge sharing between individuals, between teams and also between organisations. Although knowledge is formed by individuals the background setting of project teams, such as the knowledge that is shared between FSWs and ASSWs, influences individuals' willingness to share knowledge with other members of the team. This research focuses on the related factors, including trust, communication, leadership support, networking and empowerment that help improve knowledge sharing for the provision of floating support in the context of sheltered housing.
Various studies (Ma et al., 2008; Renzl, 2008; Gorelick, 2005) in different study contexts have put forward different models and frameworks for knowledge sharing factors and its implementation in organisations. Hunter and Lichtenstein (2008) developed a process oriented model of knowledge sharing that studied the potential role of receivers in sharer choices. The model, as shown in Figure 3.6, assumes that a person who possesses knowledge provides support by bringing the knowledge of team members to the attention for potential receivers. The receiver is able to understand the knowledge and use it without any other form of communication with the sender. Furthermore, it is assumed that no vital parts of this explicit knowledge are lost in the transfer process and that both sender and receiver derive the same meaning from the knowledge.
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Figure 3 6: A Receiver based model of Knowledge Sharing Source: (Hunter and Lichtenstein, 2008)
Knowledge is the centre of knowledge sharing. With different levels of codification some knowledge is easier to share while other knowledge is more difficult. According to Ma et al., (2008) three types of knowledge can be shared within a team: technical knowledge, auxiliary knowledge and field knowledge. They posit that the first two types of knowledge are more explicit while the last one is tacit. Auxiliary knowledge includes rules and policies, internal and external documentation, financial and accounting reports, human resource data, instruction manuals, operational procedures and technique documents. Field knowledge includes project proposals, construction work schedules, contracts, budget documents and analysis reports of other projects. Technical knowledge includes technique expertise and managerial expertise which organisation members accumulate in their working life experiences (Ma et al., 2008). However, this research will be looking at the model developed by (Gorelick, 2005) which forms the basis of the knowledge sharing framework developed for this research, as shown in Figure 3.7.
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Figure 3 7: Knowledge Management Framework Source: (Gorelick, 2005)
This framework embeds the organisational culture, where trust and learning are key elements influencing employees‘ readiness to share their knowledge, learning and errors. The framework shows the interdependence of people, processes and systems embedded within a culture, with people and processes seen as the major factors in knowledge management. According to Renzl (2008), knowledge sharing within organisations and the factors that help knowledge sharing processes are core questions in managing knowledge. However, culture has an influence on all three elements. On people when it comes to the awareness of cultural differences; on processes when it comes to following processes strictly and on systems when it comes to accepting new technologies. As noted in literature knowledge sharing has become a vital element in knowledge management. However, the major challenge is how to change the mindset of individuals from believing that "knowledge is power" to believing that "knowledge sharing is power". Such change is difficult to accomplish and requires continuous training and development of human resources in organisations.
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In addition, the framework in Figure 3.8 provides emphasis on areas of knowledge sharing within the context of this research; the issues within each area of emphasis are shown to directly or indirectly influence knowledge sharing through motivational factors. The common dependent variables examined in the literature (knowledge sharing intention, intention to encourage knowledge sharing, and knowledge sharing factors) are presented in Figure 3.8.
Figure 3 8: A Framework of Knowledge Sharing Research Source: (Wang and Noe, 2010)
Environmental Factors
Organisational Context -Management support -Reward and Incentives -Organisational Structure -Culture/Climate -Leadership characteristics -Context(online, face to face)
Interpersonal and teams Characteristics -Team characteristics/ processes -Diversity -Social network -Team development stage Cultural characteristics -Collectivism
-In group /out group -other cultural context
Motivational Factors -Beliefs of knowledge ownership
-Perceived benefits and costs
-Justice -Trust
-Individual attitude -Team level trust and cohesiveness -LMX Individual characteristics -Education -Work Experience -Personality -Self-Efficiency -Evaluation apprehension -improvement management -Perceptions e.g. knowledge as power Perceived related to knowledge sharing - Knowledge sharing intention - Intention to encourage knowledge sharing Knowledge sharing behaviors Topic examined in the literature Topic needing future work Relationships examined in current research Relationships needing future research
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This framework shows a clear process orientation aimed at describing factors for the knowledge sharing processes as well as knowledge-related processes. It has been organised on different levels (organisational, cultural and individual) and by knowledge types who are connected by generic knowledge sharing activities. Previous studies have examined knowledge sharing using socially related factors with the aim of understanding the effect of the socially related factors that influence continuous knowledge sharing intentions within a team. Due to the different nature of knowledge sharing, previous works (Zhang et al., 2010; Ma et al., 2011) have integrated other theories to give a better explanation of what influences knowledge sharing in an organisational setting. Hence, factors such as communication, trust, training, structure, culture, motivation, rewards and incentives, team networking, technology and good leadership structures have been conceptualised to directly influence continuous knowledge sharing among teams in an organisation. Thus, focusing on the three examples the framework provides a better understanding of the critical success factor which influences knowledge sharing. Hence, for this research the focus is to improve the provision of floating support services through effective knowledge sharing practises. Therefore, this review uses an organising framework from previous knowledge sharing research and identifies emerging theoretical and methodological issues which underpin the development of the framework for improved knowledge sharing for the provision of floating support services.