Making knowledge sharing within organizations more efficient and effective with the use of interventions

dc.contributor.advisorJong, J.H.M. de
dc.contributor.authorLam, Naomi
dc.description.abstractAlthough the positive outcomes of knowledge sharing are widely spread, limited research has been conducted among knowledge sharing and knowledge-sharing interventions within non-profit organizations. This study aimed to gain insight into the knowledge-sharing process within non-profit organizations by conducting a case study at the Dutch non-profit organization ‘Dedicon’ and evaluating their interventions Broodje Info, Multidisciplinary Teams, and Proeflab. Fourteen employees were interviewed and organizational documents were analysed. The main theoretical framework used was of Ipe (2003) who identified three main factors influencing knowledge sharing namely the nature of knowledge, the motivations to share, and the opportunities to share. This study found that the main motivation for knowledge sharing within Dedicon was based on helping the target group which is blind and partially sighted people. Furthermore, this study indicated several formal and informal opportunities used to share knowledge within Dedicon. Regarding the analysed interventions it can be concluded that they differ among the familiarity, accessibility, the willingness to join, and the perceived utility. These differences influence to what extent the interventions contribute to efficient and effective knowledge sharing. The results show that the interventions and the communication regarding these interventions should be improved to reach their full potential. Therefore, practical advice is provided at the end of this study. Lastly, it can be concluded that in order to increase the knowledge sharing within Dedicon, the organization should provide a clear knowledge sharing strategy and should engage middle managers in the knowledge-sharing process. This research contributes to scientific literature about knowledge sharing by evaluating knowledge-sharing interventions within a non-profit organization and can form the basis for further research.en_US
dc.embargo.typePermanent embargoen_US
dc.thesis.facultyFaculteit der Managementwetenschappenen_US
dc.thesis.specialisationStrategic Human Resources Leadershipen_US
dc.thesis.studyprogrammeMaster Business Administrationen_US
dc.titleMaking knowledge sharing within organizations more efficient and effective with the use of interventionsen_US
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